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Strategic HR

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A strategic approach to Human Resource Management

A strategic approach to Human Resource Management

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  • 1. Strategic Human Resources Transforming HR from a staff function to a strategic business partnership SBP
  • 2. Introduction <ul><li>Course Facilitator </li></ul><ul><li>Course Objectives </li></ul><ul><li>Your Objectives </li></ul><ul><li>Course Schedule </li></ul><ul><li>Ground Rules </li></ul><ul><li>Materials/Environment </li></ul><ul><li>Any Questions? </li></ul>
  • 3. Course Facilitator Tony Osime Name Facilitation Specialty Finance Experience BSc. Economics Education Nigeria Based In
  • 4. Course Objectives <ul><li>Share Knowledge </li></ul><ul><li>Share Experience </li></ul><ul><li>Raise Issues </li></ul><ul><li>Topic </li></ul><ul><ul><li>Strategic HR </li></ul></ul><ul><li>Theme </li></ul><ul><ul><li>Transformation </li></ul></ul>
  • 5. Your Objectives <ul><li>Special Challenges </li></ul><ul><li>Special Contributions </li></ul><ul><li>Special Interests </li></ul>
  • 6. Course Schedule <ul><li>Start </li></ul><ul><li>Close </li></ul><ul><li>Breaks </li></ul><ul><li>Sessions </li></ul><ul><li>Topics </li></ul><ul><li>Exercises </li></ul>
  • 7. Ground Rules <ul><li>Participation </li></ul><ul><li>Interaction </li></ul><ul><li>Confidentiality </li></ul><ul><li>Mobile Phones </li></ul><ul><li>Questions </li></ul><ul><li>Have Fun! </li></ul>
  • 8. Materials/Environment <ul><li>Course Manual </li></ul><ul><li>Lighting </li></ul><ul><li>View </li></ul><ul><li>Sound </li></ul><ul><li>Temperature </li></ul><ul><li>Distractions </li></ul><ul><li>Facilities </li></ul><ul><li>Safety </li></ul>
  • 9. Questions?
  • 10. Topics <ul><li>HR Framework for Today </li></ul><ul><ul><li>Business Success </li></ul></ul><ul><ul><li>The HR Function </li></ul></ul><ul><ul><li>The SBP Framework </li></ul></ul><ul><li>Building Client Partnerships </li></ul><ul><ul><li>Access </li></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><li>Strategic HR Techniques </li></ul><ul><ul><li>Understanding Strategic Opportunities </li></ul></ul><ul><ul><li>Reframe Requests </li></ul></ul><ul><ul><li>Proactive Identification </li></ul></ul><ul><ul><li>Kick Off </li></ul></ul><ul><li>Tools </li></ul><ul><li>Conclusion </li></ul>
  • 11. Topic 1 <ul><li>HR Framework for Today </li></ul><ul><ul><li>Business Success </li></ul></ul><ul><ul><li>The HR Function </li></ul></ul><ul><ul><li>The SBP Framework </li></ul></ul><ul><li>Building Client Partnerships </li></ul><ul><ul><li>Access </li></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><li>Strategic HR Techniques </li></ul><ul><ul><li>Understanding Strategic Opportunities </li></ul></ul><ul><ul><li>Reframe Requests </li></ul></ul><ul><ul><li>Proactive Identification </li></ul></ul><ul><ul><li>Kick Off </li></ul></ul><ul><li>Tools </li></ul><ul><li>Conclusion </li></ul>
  • 12. The Challenge Why We Hate HR “ In a knowledge economy, companies with the best talent win. And finding, nurturing, and developing that talent should be one of the most important tasks in a corporation. So why does human resources do such a bad job -- and how can we fix it?” Keith H. Hammonds
  • 13. Business Success Yesterday Today Tomorrow
  • 14. The HR Function Yesterday Today Tomorrow
  • 15. A SBP Framework <ul><li>Three Kinds of work </li></ul><ul><li>The Need Hierarchy </li></ul><ul><li>Translating Business Needs into Human Performance Requirements </li></ul><ul><li>Identifying the true client </li></ul>Four SBP Concepts
  • 16. Three Kinds Of HR Work <ul><li>Administrative Work </li></ul><ul><li>Benefits single individuals </li></ul><ul><li>Requires providing information or guidance to the individual </li></ul><ul><ul><li>Requests to counsel a supervisor </li></ul></ul><ul><ul><li>Requests to fill an open position </li></ul></ul>Transactional Activity
  • 17. Three Kinds Of HR Work <ul><li>Benefits work groups </li></ul><ul><li>Requires design/delivery of solutions </li></ul><ul><ul><li>Training  Organizational redesign </li></ul></ul><ul><ul><li>Recruitment  Compensation </li></ul></ul><ul><li>Resource intensive </li></ul><ul><li>Offered within a strategic initiative or as a stand-alone event or program </li></ul>Tactical Activity
  • 18. Three Kinds Of HR Work Strategic Activity <ul><li>Benefits the </li></ul><ul><ul><li>Unit </li></ul></ul><ul><ul><li>Department </li></ul></ul><ul><ul><li>Entire enterprise </li></ul></ul><ul><li>Moves the business into a favorable position </li></ul><ul><li>Long term in scope </li></ul><ul><li>Requires multiple solutions </li></ul><ul><li>Supported by SBPs </li></ul>✔ ✔ ✔
  • 19. Transforming HR 1) Transactional 2) Tactical 3) Strategic Going up! Holy Grail
  • 20. A SBP Framework <ul><li>Three Kinds of work </li></ul><ul><li>The Need Hierarchy </li></ul><ul><li>Translating Business Needs into Human Performance Requirements </li></ul><ul><li>Identifying the true client </li></ul>Four SBP Concepts
  • 21. The Need Hierarchy Business Needs Performance Needs Work Environment &amp; Capability Needs
  • 22. A SBP Framework <ul><li>Three Kinds of work </li></ul><ul><li>The Need Hierarchy </li></ul><ul><li>Translating Business Needs into Human Performance Requirements </li></ul><ul><li>Identifying the true client </li></ul>Four SBP Concepts
  • 23. Asking the “Right” question “Right” Asking the right question uncovers the hidden part of the iceberg Strategic Opportunities
  • 24. ‘Should’ ‘Is’ ‘Cause’ What is the desired state? What is the current state? What is the root cause? Should Is Cause Types of Questions
  • 25. The G A P S Model Select the right SOLUTIONS Pin down the CAUSES Analyze the IS Go for the SHOULD
  • 26. A SBP Framework <ul><li>Three Kinds of work </li></ul><ul><li>The Need Hierarchy </li></ul><ul><li>Translating Business Needs into Human Performance Requirements </li></ul><ul><li>Identifying the true client </li></ul>Four SBP Concepts
  • 27. Identifying the true client Accountable for achieving business results Authority or power to get things done In the chain of command of staff involved in the change
  • 28. A SBP Framework <ul><li>Three Kinds of work </li></ul><ul><li>The Need Hierarchy </li></ul><ul><li>Translating Business Needs into Human Performance Requirements </li></ul><ul><li>Identifying the true client </li></ul>Four SBP Concepts
  • 29. Framework for The New HR From a staff function to a strategic business partnership
  • 30. Framework For The New HR The SBP Model A ccess C redibility T rust Build Client Partnerships <ul><li>Identify &amp; Partner to support strategic projects </li></ul><ul><li>Reframe requests </li></ul><ul><li>Identify opportunities </li></ul><ul><li>Implement Strategic Projects </li></ul><ul><li>Influence Business Strategies &amp; Direction </li></ul><ul><li>Formulate Business Plans </li></ul><ul><li>Integrate HR Strategic Plan </li></ul><ul><li>Implement People Initiatives </li></ul>
  • 31. Strategic Business Partners <ul><li>Partner with leaders </li></ul><ul><li>… to define &amp; implement people initiatives </li></ul><ul><li>… for strategic success </li></ul>
  • 32. Topic 2 <ul><li>HR Framework for Today </li></ul><ul><ul><li>Business Success </li></ul></ul><ul><ul><li>The HR Function </li></ul></ul><ul><ul><li>The SBP Framework </li></ul></ul><ul><li>Building Client Partnerships </li></ul><ul><ul><li>Access </li></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><li>Strategic HR Techniques </li></ul><ul><ul><li>Understanding Strategic Opportunities </li></ul></ul><ul><ul><li>Reframe Requests </li></ul></ul><ul><ul><li>Proactive Identification </li></ul></ul><ul><ul><li>Kick Off </li></ul></ul><ul><li>Tools </li></ul><ul><li>Conclusion </li></ul>
  • 33. Building Client Partnerships A ccess C redibility T rust Build Client Partnerships Identify &amp; Partner to support strategic projects Influence Business Strategies &amp; Direction
  • 34. Gaining Access To Clients “ If senior management sees me only when there is a problem, that is how they will think of me” Strategic Business Partner
  • 35. Gaining Credibility &amp; Trust “ Credibility and trust are gained the old fashioned way…you earn them!”
  • 36. Definition – Credibility Credibility “ the confidence others have in your ability to deliver results”
  • 37. Definition – Trust Trust “ the confidence others have in your integrity &amp; reliability”
  • 38. Solutions v Results Solution Results v Understanding the difference
  • 39. Developing Credibility Business Requirements &amp; Strategies HR Technology, Processes, Solutions
  • 40. SBP as Integrator Linkage Business requirements &amp; strategies of the organization HR technology, processes &amp; solutions
  • 41. Business Knowledge Successful SBP’s think like a business person Balance Organization Industry
  • 42. What SBP’s Need to Know <ul><li>The Business Model </li></ul><ul><li>Operational Metrics </li></ul><ul><li>Balance Sheet </li></ul><ul><li>Strategic Plan </li></ul><ul><li>Core Processes </li></ul><ul><li>Values &amp; Culture </li></ul><ul><li>Customer Profile </li></ul><ul><li>Competitors </li></ul><ul><li>The Market Place </li></ul><ul><li>Key Players </li></ul><ul><li>Differentiators </li></ul><ul><li>Industry Forces </li></ul><ul><li>Compliance </li></ul><ul><li>Market Segments </li></ul><ul><li>Global Factors </li></ul>Organization Industry
  • 43. How to gain Business Knowledge <ul><li>Rotate into a line position </li></ul><ul><li>Subscribe to industry journals </li></ul><ul><li>Use the internet </li></ul><ul><li>Attend meetings by leaders </li></ul><ul><li>Arrange “shadow sessions” </li></ul><ul><li>Read reports </li></ul><ul><li>Volunteer for task forces </li></ul><ul><li>Talk to consultants </li></ul>
  • 44. HR Knowledge I <ul><li>Talent recruitment </li></ul><ul><li>Selection </li></ul><ul><li>Development &amp; Retention </li></ul><ul><li>Career Management </li></ul><ul><li>Succession Planning </li></ul><ul><li>Compensation </li></ul>Working Knowledge Foundational Competence
  • 45. HR Knowledge II <ul><li>Change Management </li></ul><ul><li>Consulting Model &amp; Skills </li></ul><ul><li>eHR Systems </li></ul><ul><li>Human Performance Technology (HPT) </li></ul><ul><li>Organizational Development </li></ul>Understand Principles Second Level Competence
  • 46. How to gain HR Knowledge <ul><li>Professional associations </li></ul><ul><li>Job exposure </li></ul><ul><li>The internet </li></ul><ul><li>Read books </li></ul>
  • 47. Apply Business &amp; HR Knowledge <ul><li>Deliver on commitments </li></ul><ul><li>State the financial business case </li></ul><ul><li>Connect all dots </li></ul><ul><li>Transcend the HR perspective </li></ul><ul><li>Share accountability for results </li></ul><ul><li>Be objective in discussions </li></ul><ul><li>Challenge inappropriate actions </li></ul><ul><li>“ Underpromise” &amp; “Overdeliver” </li></ul><ul><li>Deliver on time &amp; under budget </li></ul>
  • 48. Developing Trust <ul><li>Maintain confidences </li></ul><ul><li>Honor commitments </li></ul><ul><li>Match words to actions </li></ul><ul><li>Act to support organization values </li></ul><ul><li>Be a straight shooter </li></ul><ul><li>Be a sounding board – listen deeply </li></ul><ul><li>Share opinions &amp; perspectives </li></ul><ul><li>Keep focus on the big picture </li></ul><ul><li>Accept accountability </li></ul><ul><li>Avoid blaming others </li></ul>
  • 49. Summary <ul><li>Work to earn your credibility the hard way </li></ul><ul><ul><li>Build &amp; balance knowledge of HR Systems with knowledge of the business </li></ul></ul><ul><ul><li>Earn trust with every interaction </li></ul></ul><ul><li>Focus on results not just solutions </li></ul><ul><li>Focus on the people &amp; A-C-T – Access – Credibility – Trust </li></ul>
  • 50. Topic 3 <ul><li>HR Framework for Today </li></ul><ul><ul><li>Business Success </li></ul></ul><ul><ul><li>The HR Function </li></ul></ul><ul><ul><li>The SBP Framework </li></ul></ul><ul><li>Building Client Partnerships </li></ul><ul><ul><li>Access </li></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><li>Strategic HR Techniques </li></ul><ul><ul><li>Understanding Strategic Opportunities </li></ul></ul><ul><ul><li>Reframe Requests </li></ul></ul><ul><ul><li>Proactive Identification </li></ul></ul><ul><ul><li>Kick Off </li></ul></ul><ul><li>Tools </li></ul><ul><li>Conclusion </li></ul>
  • 51. Identifying Strategic Opportunities A ccess C redibility T rust Build Client Partnerships Identify &amp; Partner to support strategic projects Influence Business Strategies &amp; Direction
  • 52. The Logic Used To Identify Strategic Opportunities “ We influence more by what we ask than what we tell” Jim &amp; Dana Robinson
  • 53. Asking the “Right” question “Right” Asking the right question uncovers the hidden part of the iceberg Strategic Opportunities
  • 54. The G A P S Model Select the right SOLUTIONS Pin down the CAUSES Analyze the IS Go for the SHOULD
  • 55. Gaps! Map Business SHOULD Performance SHOULD Business IS Performance IS Factors External To Organization Factors Internal To Organization Factors Internal To Individuals (Work Environment Needs) Capability Needs Go for the SHOULD G Analyze the IS A Pin Down the CAUSES P Select the right SOLUTIONS S Business Need: _______________ Employee Group: _______________ Outside the business unit Within the business unit
  • 56. Strategic HR Techniques <ul><li>HR Framework for Today </li></ul><ul><ul><li>Business Success </li></ul></ul><ul><ul><li>The HR Function </li></ul></ul><ul><ul><li>The SBP Framework </li></ul></ul><ul><li>Building Client Partnerships </li></ul><ul><ul><li>Access </li></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><li>Strategic HR Techniques </li></ul><ul><ul><li>Understanding Strategic Opportunities </li></ul></ul><ul><ul><li>Reframe Requests </li></ul></ul><ul><ul><li>Proactive identification </li></ul></ul><ul><ul><li>Kick Off </li></ul></ul><ul><li>Tools </li></ul><ul><li>Conclusion </li></ul>
  • 57. Reframe Requests to Identify Strategic Opportunities Sir Francis Bacon “ A Prudent question is one - half of wisdom”
  • 58. Reframe Requests to Identify Strategic Opportunities Reframe to view problems from a different point of view
  • 59. Solutions v Results Team Building Resolving Team conflicts v Solution Results v
  • 60. Qualifying Criteria <ul><li>Multiple business needs </li></ul><ul><li>One or more employee groups </li></ul><ul><li>Direct access to client </li></ul><ul><li>Shared accountability </li></ul><ul><li>Time &amp; access to key staff </li></ul>Strategic Opportunity?
  • 61. Preparing for a Reframing Meeting 1) Develop a GAPS! map 2) Prepare questions 3) Prepare opening question
  • 62. Core Behaviors <ul><li>Restate &amp; summarize – Connect the dots </li></ul><ul><li>Deep drill key issues </li></ul><ul><li>Cash in on what is unknown </li></ul><ul><li>Push back when the client’s solution is inappropriate </li></ul>During the meeting…
  • 63. Summary <ul><li>Reframe HR requests to spot strategic opportunities </li></ul><ul><li>Plan the meeting – be ready to deep drill </li></ul><ul><li>Strategic solutions build credibility &amp; trust </li></ul><ul><li>Reframing will eliminate some requests </li></ul>
  • 64. Strategic HR Techniques <ul><li>HR Framework for Today </li></ul><ul><ul><li>Business Success </li></ul></ul><ul><ul><li>The HR Function </li></ul></ul><ul><ul><li>The SBP Framework </li></ul></ul><ul><li>Building Client Partnerships </li></ul><ul><ul><li>Access </li></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><li>Strategic HR Techniques </li></ul><ul><ul><li>Understanding Strategic Opportunities </li></ul></ul><ul><ul><li>Reframe Requests </li></ul></ul><ul><ul><li>Proactive Identification </li></ul></ul><ul><ul><li>Kick Off </li></ul></ul><ul><li>Tools </li></ul><ul><li>Conclusion </li></ul>
  • 65. Proactively Identify Strategic Opportunities
  • 66. Definition – Proactive … Creating or controlling a situation by taking the initiative.
  • 67. Proactive Conversation The direction of a proactive conversation Business Needs Performance Needs Work Environment &amp; Capability Needs
  • 68. The best time to join? The earlier you join a project the more options you have for influencing its direction
  • 69. How to identify Strategic opportunities Industry Knowledge Company Knowledge Trends Gaps Strategic Opportunities Links Links Links Links
  • 70. Forward Articles Follow up with a meeting
  • 71. Schedule Meetings <ul><li>Planned quarterly meetings </li></ul><ul><ul><li>Simple format </li></ul></ul><ul><ul><li>Retreat format </li></ul></ul><ul><ul><ul><li>Deepen knowledge </li></ul></ul></ul><ul><ul><ul><li>Identify strategic opportunities </li></ul></ul></ul><ul><ul><ul><li>Deepen partnership </li></ul></ul></ul>
  • 72. Preparing for a proactive conversation – Information <ul><li>Organization Chart </li></ul><ul><li>Current Business Plan </li></ul><ul><li>Demographic Information </li></ul><ul><li>Products &amp; Services </li></ul><ul><li>Customers </li></ul><ul><li>Competitors </li></ul><ul><li>Industry Restructuring </li></ul><ul><li>Operational Metrics </li></ul><ul><li>Key Events </li></ul><ul><li>List Of Suggestions </li></ul>
  • 73. Preparing for a proactive conversation – Opening <ul><li>Purpose of meeting </li></ul><ul><li>Benefits to client </li></ul><ul><li>Benefits to you </li></ul><ul><li>Agenda </li></ul><ul><li>Confirm time </li></ul><ul><li>Confirm business goals </li></ul>
  • 74. Proactive Conversations Activities Outcomes Focus On Outcomes Not Activities
  • 75. Proactive Conversations Suppose that happens, how would you know you have succeeded? I would know when….
  • 76. Summary <ul><li>Proactively identifying strategic opportunities is a critical skill </li></ul><ul><li>Plan for and structure proactive discussions </li></ul><ul><li>Focus first on business goals then work down to specific interventions </li></ul>
  • 77. Strategic HR Techniques <ul><li>HR Framework for Today </li></ul><ul><ul><li>Business Success </li></ul></ul><ul><ul><li>The HR Function </li></ul></ul><ul><ul><li>The SBP Framework </li></ul></ul><ul><li>Building Client Partnerships </li></ul><ul><ul><li>Access </li></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><li>Strategic HR Techniques </li></ul><ul><ul><li>Understanding Strategic Opportunities </li></ul></ul><ul><ul><li>Reframe Requests </li></ul></ul><ul><ul><li>Proactive Identification </li></ul></ul><ul><ul><li>Kick Off </li></ul></ul><ul><li>Tools </li></ul><ul><li>Conclusion </li></ul>
  • 78. Kick-Off: When the client says yes Sun Tzu (500 B.C.) “ Opportunities multiply as they are seized”
  • 79. Respond Quickly <ul><li>Gather data </li></ul><ul><li>Select best solutions </li></ul><ul><li>Implement them </li></ul><ul><li>Measure results </li></ul>
  • 80. Data &amp; Best Solution <ul><li>Performance Model </li></ul><ul><li>Competency Model </li></ul><ul><li>Process Model </li></ul><ul><li>Gap Analysis </li></ul><ul><li>Cause Analysis </li></ul><ul><li>90% of assessments can be made with one of these 5 models </li></ul>Choose a good model
  • 81. Performance Model Information Provided Questions Answered Applications Focus Describes performance as it should be to achieve business goals A specific job or role What must employees do more, better, or differently <ul><li>Job orientation </li></ul><ul><li>Role clarity </li></ul><ul><li>Performance Standards </li></ul><ul><li>Coach incumbents </li></ul><ul><li>Compensation systems </li></ul>
  • 82. Competency Model Information Provided Questions Answered Applications Focus Describes Skill, knowledge &amp; attributes A category of employees What Skill, knowledge &amp; attributes do staff need? <ul><li>Recruitment / Selection </li></ul><ul><li>360 ° feedback </li></ul><ul><li>Succession planning </li></ul><ul><li>Career planning </li></ul><ul><li>Coach incumbents </li></ul><ul><li>Performance management </li></ul><ul><li>Compensation systems </li></ul>
  • 83. Process Model Information Provided Questions Answered Applications Focus Describes the workflow required to accomplish results A category of employees What is the optimal flow of steps to achieve a goal? <ul><li>Redesign workflow </li></ul><ul><li>Establish output goals </li></ul><ul><li>Establish input requirements </li></ul><ul><li>Determine work environment requirements </li></ul><ul><li>Determine staffing requirements </li></ul>
  • 84. Gap Analysis Information Provided Questions Answered Applications Focus Describes current employee performance compared to SHOULD performance. Identify strengths &amp; gaps What practices are &amp; are not being used? <ul><li>Identify practices that must change </li></ul><ul><li>Identify practices to reinforce </li></ul><ul><li>Identify areas to focus on </li></ul><ul><li>Identify competencies to enhance </li></ul><ul><li>Prioritize where to start work </li></ul>
  • 85. Cause Analysis Information Provided Questions Answered Applications Focus Factors within the organization &amp; within the employees Identify strengths &amp; gaps What practices are &amp; are not being used? <ul><li>Identify practices that must change </li></ul><ul><li>Identify practices to reinforce </li></ul><ul><li>Identify areas to focus on </li></ul><ul><li>Identify competencies to enhance </li></ul><ul><li>Prioritize where to start work </li></ul>
  • 86. Implementation Tool – GRIP Goals Resources, Roles &amp; Decisions Interpersonal Relations Processes 12) Work &amp; communication processes are optimized? 11) Processes are modeled and rehearsed first? 10) Work is organized to accomplish the goals? P 9) Needs of everyone has been met? 8) Conflict approached openly and constructively? 7) Trust &amp; openness in communication and relationships? I 6) Decisions are based on expertise? 5) Everyone knows their roles? 4) Resources are sufficient and they are used optimally? R 3) Leadership towards goals is shared? 2) Goals are understood and committed to by all? 1) Goals are specific outcomes not activities? G GRIP – G oals, R esources/Roles/Decisions, I nterpersonal Relations, P rocesses
  • 87. Topic 4 <ul><li>HR Framework for Today </li></ul><ul><ul><li>Business Success </li></ul></ul><ul><ul><li>The HR Function </li></ul></ul><ul><ul><li>The SBP Framework </li></ul></ul><ul><li>Building Client Partnerships </li></ul><ul><ul><li>Access </li></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><li>Strategic HR Techniques </li></ul><ul><ul><li>Understanding Strategic Opportunities </li></ul></ul><ul><ul><li>Reframe Requests </li></ul></ul><ul><ul><li>Proactive Identification </li></ul></ul><ul><ul><li>Kick Off </li></ul></ul><ul><li>Tools </li></ul><ul><li>Conclusion </li></ul>
  • 88. 4 Tools <ul><li>Gaps Map </li></ul><ul><li>Helicopter Thinking </li></ul><ul><ul><li>Five Whys </li></ul></ul><ul><ul><li>Five Hows </li></ul></ul><ul><li>Influence Diagram </li></ul><ul><li>Financial Business Case </li></ul>
  • 89. Gaps! Map Business SHOULD Performance SHOULD Business IS Performance IS Factors External To Organization Factors Internal To Organization Factors Internal To Individuals (Work Environment Needs) Capability Needs Go for the SHOULD G Analyze the IS A Pin Down the CAUSES P Select the right SOLUTIONS S Business Need: _______________ Employee Group: _______________ Outside the business unit Within the business unit
  • 90. 5 Level Helicopter Thinking Why? - Increase output Why? - Get best people Task- Select People How? - Check skills How? - Use tests
  • 91. The Five Whys Meta-Problem <ul><li>All problems have multiple levels </li></ul><ul><li>Each solution acts on a particular level </li></ul><ul><li>Higher solutions prevent reoccurrence </li></ul><ul><li>Lower solutions are partial </li></ul><ul><li>Asking “Why” helps you shift perspective to find the most effective solution </li></ul>Why? Why?
  • 92. 1 2 3 4 5 Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? The Five Whys
  • 93. The Five Hows Meta-Action <ul><li>All actions are made up of one or more smaller actions </li></ul><ul><li>Each higher action’s success depends on the success of the smaller actions </li></ul><ul><li>A sking “How” helps you shift perspective to ensure all component actions are successful </li></ul>How? How?
  • 94. 1 2 3 4 5 How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? The Five Hows
  • 95. Influence Diagram Key Driver Outcome Out: 1 In: 0 Issue: Out: 1 In: 1 Issue: Out: 0 In: 2 Issue: Out: 1 In: 0 Issue: Out: 0 In: 2 Issue: Out: 1 In: 1 Issue: Out: 3 In: 1 Issue:
  • 96. Financial Business Case Tangible Intangible Costs Benefits Time HR Intervention Return on investment Existing Business Return on investment
  • 97. The Book Aligning People Strategies With Business Goals What does a strategic business partner do? And how does an HR professional transition into this role?
  • 98. The Authors Dana Robinson Jim Robinson Partners in Change, Inc., founded in 1981, is a research-based consulting firm led by Dana Robinson and Jim Robinson.   The Robinsons are renowned leaders in aligning people strategies with business goals.
  • 99. Conclusion <ul><li>HR Framework for Today </li></ul><ul><ul><li>Business Success </li></ul></ul><ul><ul><li>The HR Function </li></ul></ul><ul><ul><li>The SBP Framework </li></ul></ul><ul><li>Building Client Partnerships </li></ul><ul><ul><li>Access </li></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><li>Strategic HR Techniques </li></ul><ul><ul><li>Understanding Strategic Opportunities </li></ul></ul><ul><ul><li>Reframe Requests </li></ul></ul><ul><ul><li>Proactive Identification </li></ul></ul><ul><ul><li>Kick Off </li></ul></ul><ul><li>Tools </li></ul><ul><li>Conclusion </li></ul>
  • 100. Conclusion Why We Love HR “ In a knowledge economy, companies with the best talent win. Finding, nurturing, and developing that talent is one of the most important tasks in our corporation. With HR doing such a good job we are destined for great success!” CEO

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