Welcome comment… Introduce self ……. Manage audience expectations………. ASK: What would make the next hour a good use of your time? What would you like to leave here knowing?
Review NOTE that the practice of “HR” is an important function within any organization. It is also the most dynamic of any enterprise function. Expectations are constantly changing….expectations of the employees, leadership, customers. HR serves ALL enterprise constituencies – people, ‘shareholders” (taxpayers), the leadership of the organization and the customers of the organization. ALSO comment on the audience responses to the question asked on the previous slide and integrate their expectations into the comments
REVIEW NOTE that typically by the time HR gets invited in the effort is well underway, major decisions have been made and often HR needs to get the enterprise to rethink and undo actions they may have already planned for……clearly HR needs to be at the table for the outset….and we need a business strategy that gets us there!
But to add additional value the HR professional needs to learn about the business of the enterprise, to become ‘literate’ in the value HR needs to look at itself in a different way than in the past; we need to understand the strategic impact we have across all of our functions – HR planning, comp and benefits, employee relations, legal, training, etc. as well as the short term effect we have. Similarly the enterprise needs to recast its thought process so to use the capabilities and expertise of HR in new and different ways. To be sure our “Shared Services” initiative is a step in that direction. proposition of the organization. Typically, this happens over a long period of time as people grow in their careers with the State. Current demographics are such that significant portions this literacy will need to be replaced over the next 3 – 5 years. The ongoing Workforce Planning initiative is a major component to address that situation. &quot;Wherever you see a successful (business), someone once made a courageous decision.“ Peter Drucker
REVIEW People are a resource that can be invested in. The data show that that investment provides a very good return.
To be effective in the current environment HR needs to know as much, if not more, about the ‘business’ of the organization as the business people do. We need to be able to speak the language of HR in the context of the business so that we – HR - can influence the decisions made by the business that impact the people of the organization.
Organizational effectiveness requires that there be a robust alignment among these 3 items…..3 out of 3…….every day. The strategy and structure are relatively easy to align; the culture much more difficult. Yet, without the alignment of all 3 the performance of the organization will be less than optimal.
Strategic HR in practice requires a focus on the longer term needs of the organization; typically the horizon is 3 – 5 years out. Individual work efforts are aligned with the goals of the larger organization; people at all levels of the organization see clearly how their daily effort contributes to the goals of the organization - Ben & Jerry’s loading dock example HR processes are integrated into the fabric of the organization and add value to the operation of the business – EG hiring managers have access and can select from a number of qualified people for each vacancy. Integration of the hiring process is based on HR’s knowledge of the SKAs and competencies needed to be successful in the position results in quality candidates. The HR MIS is linked directly to the needs of the organization. EG when our LMS is operational we will be able to link jobs, with competencies, with skills, with training that delivers them and allow people to build a plan to guide their continuing professional development. HR competencies allow thinking outside the box. HR is in tune with emerging trends and changes in trends that will impact the organization. Solutions to these changes are in place before they are needed. HR manages a dashboard of the critical few “people” measures that are most important to the enterprise – examples will be demonstrated later. The notion is that you get what you measure.
When all this is present HR is indeed a partner – is driving enterprise wide change because it knows that it is the people of the organization that produce the results – good, bad or in the middle.
Review – let’s chunk HR down a bit…..
It’s about change and the need to understand that while in the past, change might have been an outlier, it is today a steady state…..
REVIEW Performance analysis assumes that there are measures in place at each level – people, teams, organization Briefly discuss the value Chain/proposition….Suppliers – Inputs – Processes – Outputs – Customer The vision defines organizational values and is part of a measurement that can drive through an entire organization. It answers the question – “What is important to us?” Mission answers the question – “What business are we in? HR as vital practice in an organization helps to shape the answers to both of these questions.
REVIEW TRANSITION AS part of the answer we need to look at how HR has changed from its origins and take a peak at where it is headed in the future………
REVIEW The functions detailed in the slide are not mutually exclusive….they are integrated, build on one another and are required for the ultimate success of the organization They will be detailed in the next 3 slides
NOTE that in the following 3 slides we are going to take a look at how HR has changed over a number of years….. REVIEW
REVIEW From a cost perspective we begin to realize that keeping cost to a minimum “PERSONNEL” FUNCTION was often counter productive…..this incubates the notion of value as part of the HR equation Our strategies change from those of being an enforcer of rules to one of deeper relationships driven to the successful operation of the enterprise
Human Capital = The SKA of the people of the organization PLUS their level of commitment to the goals of the organization. REVIEW The financial focus is here on measuring the return on the investments we make in people – demonstrating that this investment indeed has a payback in terms of higher productivity, reduced expenses, etc. The products and services now include those that are more strategic in their nature, in addition to those that are transactional.
REVIEW HR FUNCTION - Key on strategic Competencies within the HR function. These competencies include communications and other important skills. The competencies and skills of the HR Professional drive the effectiveness of the HR System which in turn drives the performance of people throughout the organization.
REVIEW Work from bottom to top. Note how they build upon on another
REVIEW Ask: Who are the customers of HR? When HR is proactive what does it look like? How does HR mitigate risk today?
Since 1990 a biannual study printed by HBS Press has measured HR systems and processes in (public) companies in the US. Data on this slide is taken from that study. REVIEW Call attention to qualified hires reflective of process integration and annual training data reflective of an investment by the organization in their people. The LMS will enable us to capture training data ACES & EPRS will help to capture performance feedback data Strategic T&LD plans call for a 360 component in an assessment process and this will be accomplished thru the LMS TRANSITION all of this is predicated on deep, productive relationships with the customers of HR….and an opportunity to equip the HR professional with a broader array of SKAs presents…….
TRANSITION: HR results are driven in large part by the relationships that exist between the people of the HR organization and the people they serve – their customers. In addition to CRM skills it is increasingly important for HR professionals – seeking a seat at the table – be able to function effectively in a consultative fashion with their customers. By doing this they are adding value, over and above the value of the function, for their customers. The consulting TACTIC is used within and in support of the HR strategies of Focus Alignment Process integration Information management Innovation Measurable results Give a couple of examples if time allows TLD has begun to develop a consulting skills class specifically for HR professionals.
An effective tactic to deepen the relationship is for the HR professional to add value for the customer in new ways. The consulting process that the class will deliver contains these phases……REVIEW/Discuss briefly
Review Note that the current concept includes an action learning project that will reinforce the skills learned in the class. This project will be actively supported by an experienced member of the TLD team
Review NOTE that the tactics include: measures and analysis of results Planning for change as a steady state Methods that result in continuous improvement in human performance
The first from Alvin Toffler The second from Albert Einstein Thank you! Questions?Were your expectations met?
Shaping the role of human resource
SHAPING THE ROLE OF HR: Tactics for
Challenge the conventional wisdom
Peek into the future
50% of HR professionals see themselves as
strategic business partners within their
But only 17% of HR professionals say they are
invited to participate in the initial stages of major
Closing the Gap Requires
A change in mindset
Continuing to performing the basic functions
A New Mindset:
HR as an Investment, Rather than an
Historically: HR and people were not
considered tangible assets. The ‘means of
production’ was a machine bolted to the
factory floor. People merely operated it.
Today: The intangible of human capital (what
people know + their level of commitment to
the organization) is the prime driver of
A New Paradigm
HR is shifting from focusing on the
organization of the business to focusing on
the business of the organization
The intent of the new HR paradigm is to
achieve alignment among the
of the enterprise.
Passionate about people as the source of
Traditional HR Functions
Just a Thought
If you keep on doing what you’ve always
done, you’ll keep on getting what you always
Additional value added:
Multi level performance analysis – people,
teams, the organization
Aligning HR process to drive organizational
HR as a component in the enterprise value
proposition, in vision & mission achievement
High Gain HR Questions
How do people create value for the
How does HR contribute to and measure the
value creation process?
Financial Focus Cost minimized
Key Strategies Rule knowledge
Products/Services Payroll & benefit administration
Metaphor The enforcer
Paradigm Technical correctness
HR Evolution: “Human Resources”
Functions Advisory services
Financial focus Cost control
Key strategies HR practices
Products/services Recruiting, Performance evaluation,
Payroll, Position management,
Employee relations, Training &
Development, Risk management
Metaphor Business Partner
Paradigm Process Improvement
HR Evolution: “Human Capital”
Functions Capacity building
Financial focus Investment analysis (ROI)
Key strategies Systems thinking
Products/services Human capital planning, Talent
management, Leadership development &
succession planning, Performance
culture, Competency systems, Metrics
Metaphor Strategic Partner
HR Strategic Architecture
policies & practices
The Strategic HR Model
The HR Value
Linkage to Results
HR knows the business
Doing the ‘basics’
Know the HRBOK
Personal credibility of the HR practitioner
An Emerging HR Mindset
Focused on adding value for the customer
Willing to assume risk
HR Best Practices
Bottom 10% Top 10%
Qualified applicants per hire 8 37
Annual training hours:
Per new employee
Per experienced employee
% employees receiving
% hired based on a validated
selection test 4% 30%
Tactic: A Consultative
A phased, modular, repeatable and iterative
process for HR professionals so that customer
relationships are enhanced.
Strengthen the HR value proposition
Create enterprise HR bench strength
Manage HR professionals as an enterprise asset
A Best Practice: HR Consulting
Setting the Stage
Entering, Scoping, Contracting
Determining Action, Planning,
For each Phase:
A set of consultative skills
An Action Learning Activity to transcend the
A Couple of Closing
Be careful of yesterday’s success, because
success tastes so good it dulls the appetite for
The significant problems in life cannot be
solved from the same mode of thinking that