American Heart Association Strategy For The Workforce

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  • As we aggressively move forward toward achieving our mission, we are continually challenged to meet a wide variety of issues both internally as well as externally driven the collective capability of the staff side of the AHA to overcome these challenges, to develop, and effectively execute our strategic objectives is unquestionably the most critical factor, that in the end, will determine to what degree we achieve success. Ensuring we have staff that is armed with the highest level of knowledge, skills and ability is a critical strategic focus and the major issue in our organization that keeps me awake at night
  • – In order to provide some sense of credibility, it is important that I take the time to tell you about the process we use to reach conclusions about our staff’s ability to deliver on our mission – how we’ve operationalized our approach to managing the people side of our business toward a higher level of performance - we began by implementing a mechanism to assess and strengthen our our leadership capability - The language has become part of our culture – how we talk about and evaluate the performance and strength of individual staff - The process has become an essential lever for maintaining a high level of performance – has and continues to “raised the bar” in terms of our expectations – this “way of thinking” about people has had a significant impact on the organization at all levels – making us stronger and more effective at what we do
  • Have a strategy for everything else – why not a strategy for the workforce? We have a smattering of “stuff” going on in HR…benefits/comp/sucession planning
  • With the topgrading process A key pillar within our effort to strengthen our capability I’d like to spend a few minutes Connecting the dots – illustrating how we approached Developing our entire workforce strategy We recognized right from the beginning our efforts must continue To be focused on delivering On our mission – goals and objectives
  • Early on in our work we took great pains To really scrutinize our strategic plan To discover what exactly it is we need to be very good at… As a result of a very careful analysis and validation process We identified our core/key capabilities The things we really need to be the very best at.. In order to compete and ultimately deliver on our mission Cass FYI Capabilities *Fundraising Collaboration *Volunteer Management Communication/Education *Strategic Talent Management Customer Relationship Management Advocacy/Influence Anticipation/forecasting Public/ media relations Cultural Competence Parnerships/Alliances Training/development Cobsensus Building Organization agility * Top three
  • As we completed defining our capability We began to see the need For an enhanced strategy for the workforce Clearly the challenge in our organization As I suspect it is with most… Expressed in its simplest form… How do we get everyone in the organization To know What they need to understand… What they need to do…. What they need to deliver….
  • A natural and appropriate progression from Business strategy to Identifying Capability to Positioning a workforce strategy Is the development of a complimentary HR strategy An HR strategy focused on Enhancing the organization’s management practices So that HR can deliver the most capable talent across the organization
  • And finally the last in the series of our connecting the dot exercise… For us has been the development Of our leadership model The leadership skills we measure/evaluate managers In our performance reviews and 360 self assessments For us the leadership model represents those behaviors which we believe When fully developed help build muscle strengthen us in terms of our overall Capability as an organization
  • American Heart Association Strategy For The Workforce

    1. 2. American Heart Association Strategy For The Workforce Bill Achenbach Vice President Human Resources
    2. 3. Workforce Strategy <ul><li>We have a strategy for everything else…why would we not have a strategy for the workforce? </li></ul>
    3. 4. Strategy For The Workforce <ul><li>Taskforce </li></ul><ul><ul><li>Affiliate and NC Executives </li></ul></ul><ul><ul><ul><li>Reviewed/analyzed data </li></ul></ul></ul><ul><ul><ul><li>Identified key deliverables </li></ul></ul></ul><ul><ul><ul><li>Built case for change </li></ul></ul></ul><ul><ul><ul><li>Reported to Senior Leadership </li></ul></ul></ul><ul><ul><ul><li>Continues to meet/refine strategy </li></ul></ul></ul>
    4. 5. Workforce Strategy <ul><li>Three critical components </li></ul><ul><ul><li>Literally connected to the organization’s mission and strategic objectives </li></ul></ul><ul><ul><li>Supports an environment that establishes the organization as a compelling place to work </li></ul></ul><ul><ul><li>Rigorously build muscle with regard to organization capability </li></ul></ul>
    5. 6. Workforce Strategy <ul><li>It’s about the environment.. </li></ul><ul><li>“ The only way to attract and retain top talent is to create a compelling place to work – a place where employees feel good about their job and good about the organization…a challenging environment where everyday employees have the opportunity to do what they do best…the opportunity to grow, develop and remain contemporary in their skills - for the employer this has become the price of entry…” </li></ul>
    6. 7. Workforce Strategy <ul><li>Other key elements </li></ul><ul><li>Needs to be part of the fabric of the organization – not “just another HR thing” </li></ul><ul><li>All employees and leadership required to understand their role – workforce philosophy </li></ul><ul><li>HR designs/executes and is accountable for deliverables </li></ul>
    7. 8. <ul><li>Mission </li></ul><ul><li>Values </li></ul><ul><li>Market Strategy </li></ul><ul><li>Goals </li></ul><ul><li>Objectives </li></ul><ul><li>High Level Outcomes are clearly defined </li></ul>Strengthen Capability Business Strategy
    8. 9. Strengthen Capability <ul><li>Business Strategy </li></ul><ul><ul><li>Thorough review of strategic plan </li></ul></ul><ul><ul><ul><li>Read/analyzed by individuals both inside and outside the organization </li></ul></ul></ul><ul><ul><ul><li>Touched base with our values </li></ul></ul></ul><ul><ul><ul><li>Clear focus on outcomes - 2010 impact goal and other key measures </li></ul></ul></ul>
    9. 10. <ul><li>What we need to be “Good At” </li></ul><ul><li>Thorough analysis of mission/strategic plan </li></ul>Strengthen Capability Business Strategy Organizational Capability <ul><li>Mission </li></ul><ul><li>Values </li></ul><ul><li>Goals </li></ul><ul><li>Objectives </li></ul><ul><li>High Level Outcomes are clearly defined </li></ul>
    10. 11. Strengthen Capability <ul><li>Organizational Capability </li></ul><ul><ul><li>Looking to the future - identified those “things” where we need to be very good </li></ul></ul><ul><ul><li>Documented capabilities </li></ul></ul><ul><ul><li>Tested them with Senior management and other top leaders </li></ul></ul>
    11. 12. <ul><li>How we develop Capability </li></ul><ul><li>How do we get everyone in the organization to know what they need to understand – do – and deliver </li></ul>Strengthen Capability <ul><li>Mission </li></ul><ul><li>Values </li></ul><ul><li>Goals </li></ul><ul><li>Objectives </li></ul><ul><li>High Level </li></ul><ul><li>Outcomes are </li></ul><ul><li>clearly defined </li></ul>Business Strategy Organizational Capability <ul><li>What we need to be “Good At” </li></ul><ul><li>Thorough analysis of mission/strategic plan </li></ul>Workforce Strategy
    12. 13. Strengthen Capability <ul><li>Workforce Strategy </li></ul><ul><ul><li>Expectations clearly defined </li></ul></ul><ul><ul><li>Workforce Philosophy </li></ul></ul><ul><ul><ul><li>Leaders and employee role </li></ul></ul></ul>
    13. 14. <ul><li>Performance Management </li></ul><ul><li>Other Management </li></ul><ul><li>Practices </li></ul><ul><li>Training/ Education </li></ul><ul><li>Compensation </li></ul><ul><li>Communicate </li></ul><ul><li>Recruiting/ Selection </li></ul>Strengthen Capability <ul><li>Mission </li></ul><ul><li>Values </li></ul><ul><li>Goals </li></ul><ul><li>Objectives </li></ul><ul><li>High Level </li></ul><ul><li>Outcomes </li></ul><ul><li>are clearly defined </li></ul>Business Strategy Organizational Capability <ul><li>What we need </li></ul><ul><li>to be </li></ul><ul><li>“ Good At” </li></ul><ul><li>Thorough </li></ul><ul><li>analysis of </li></ul><ul><li>mission/ </li></ul><ul><li>strategic plan </li></ul>Workforce Strategy <ul><li>How we </li></ul><ul><li>develop Capability </li></ul><ul><li>How do we </li></ul><ul><li>get everyone </li></ul><ul><li>in the </li></ul><ul><li>Organization </li></ul><ul><li>to know what they need to understand </li></ul><ul><li>– do – and deliver </li></ul>Human Resources Strategy
    14. 15. Strengthen Capability <ul><li>Human Resource Strategy </li></ul><ul><ul><li>HR drives the process of developing an effective workforce strategy </li></ul></ul><ul><ul><li>Accountable for delivering the capability required for the organization to succeed </li></ul></ul><ul><ul><li>Focus on evolving management practices </li></ul></ul>
    15. 16. Strengthen Capability <ul><li>Mission </li></ul><ul><li>Values </li></ul><ul><li>* Goals </li></ul><ul><li>* Objectives </li></ul><ul><li>* High Level Outcomes </li></ul><ul><li>are clearly </li></ul><ul><li>defined </li></ul>Organizational Capability <ul><li>What we need to be “ Good At” </li></ul><ul><li>Thorough </li></ul><ul><li>analysis of </li></ul><ul><li>mission/ </li></ul><ul><li>strategic plan </li></ul>Workforce Strategy * How we develop Capability * How do we get everyone In the Organization to know what they need to understand – do – and deliver Human Resources Strategy * Performance Management Other Management Practices: * Training/ Education * Compensation * Communication * Recruiting/ Selection Leadership Model * How we lead the Organization * Communicate * Teamwork * Judgment * Planning * Literacy * Customer * Integrity * Coaching * Strategy * Performance Business Strategy
    16. 17. Strengthen Capability <ul><li>Leadership Model </li></ul><ul><ul><li>Develop leadership skills </li></ul></ul><ul><ul><ul><li>Talent management – most important capability with largest gap </li></ul></ul></ul><ul><ul><ul><li>Not about amassing information, about building relationships </li></ul></ul></ul>
    17. 18. Workforce Strategy <ul><li>Management Practices </li></ul><ul><ul><li>Management practices are the catalytic mechanisms that support attracting, hiring and retaining top talent </li></ul></ul><ul><ul><li>- Key components of our workforce and HR strategy </li></ul></ul><ul><ul><li>Fuel for strengthening capability </li></ul></ul><ul><ul><li>Require constant attention </li></ul></ul>
    18. 19. Management Practices <ul><li>Employer Brand </li></ul><ul><li>Recruiting </li></ul><ul><li>Selection </li></ul><ul><li>Compensation </li></ul><ul><li>Recognition/Rewards </li></ul><ul><li>On-boarding </li></ul><ul><li>Education </li></ul><ul><li>Communication </li></ul><ul><li>Performance Management </li></ul><ul><li>Succession Planning </li></ul><ul><li>Job Movement </li></ul><ul><li>Assessment and development </li></ul><ul><li>Opportunity to influence </li></ul>
    19. 20. Workforce Strategy <ul><li>Management Practices </li></ul><ul><ul><li>Evaluate each </li></ul></ul><ul><ul><ul><li>level important to support workforce strategy </li></ul></ul></ul><ul><ul><ul><li>current state relative to effectiveness </li></ul></ul></ul><ul><ul><ul><li>concept papers </li></ul></ul></ul>
    20. 21. Workforce Strategy <ul><li>Example </li></ul><ul><li>“ Culture of high performance” </li></ul><ul><li>- Compensation management practice </li></ul><ul><li>- measure current effectiveness </li></ul><ul><li>- redesign if necessary to better support objective </li></ul><ul><li>- Action </li></ul><ul><li>- develop a model that rewards equity vs. equality </li></ul><ul><li>- execute and measure effectiveness </li></ul><ul><li>- change as often as necessary </li></ul>
    21. 22. Workforce Strategy <ul><li>Example </li></ul><ul><li>“ C ulture of high performance” </li></ul><ul><li> - education and training management practice </li></ul><ul><li>- measure current effectiveness </li></ul><ul><li>- redesign if necessary to better support objective </li></ul><ul><li> - Action </li></ul><ul><li>- build corporate university model toward goal of real time, unified/consistent approach to learning </li></ul>
    22. 23. Workforce Strategy <ul><li>Example </li></ul><ul><li>” “ Culture of high performance” </li></ul><ul><li>- recruit and select top talent </li></ul><ul><li> - review employer brand and selection process </li></ul><ul><li> - Action </li></ul><ul><li> - designed/delivered new employment brand </li></ul><ul><li> - redesigned employment/career website </li></ul><ul><li> - introduced mechanized e-recruit process </li></ul><ul><li> - re-enforced structured interview policy </li></ul><ul><li> </li></ul><ul><li> </li></ul>
    23. 24. <ul><li> Questions </li></ul>

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