Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Presentation HR:let's start with ourselves

999 views

Published on

On Wednesday, October 22, 2014, I gave a talk at the international Francophone human resources congress in Montreal. There were over 200 people in attendance interested in enhancing the strategic scope of the HR function within their organizations, and I shared five main ideas with them.

Here I present to you the content of this session. These are the reasons why we have to start now to develop HR in order to enhance leadership within organizations.

The presentation sums up the key elements presented in the lecture. These five ideas were selected by SPB Organizational Psychology as priority blocks for developing HR leadership that will have an impact.

Participants, HR professionals, managers and decision-makers: let us have your comments and questions via Twitter (@spbpsychology), or share your questions and opinions using the form below. It will be our pleasure to respond.

Some clear conclusions on the future of the HR function

Following a comprehensive review and targeted observations of developments in business issues and their impact on the HR function, SPB has drawn five conclusions:

1. The internal consultative role can only expand, requiring more finely tuned skills than ever;
2. Quantitative data are key for HR professionals to get access to and the attention of senior managers;
3. Working in isolation is no longer an option;
4. Excellence in integrated project management, ability to gauge the impact of HR activities, and careful monitoring with dashboards that are aligned with business priorities—all of these are now essential;
5. The workforce will be a central concern for enterprises in the years ahead, as the factor that makes a difference and as a guarantee of their longevity.
These are challenges that HR can rise to with enthusiasm. In order to fully play their part, HR leaders must invest in the development of a team that will be equal to targeted emerging needs.

The HR function needs to have greater influence and impact

There is much turmoil in the environment, and this has positive consequences for the HR function. No longer can an HR initiative be considered in isolation: every program affects every other program in an employee’s career.

It will be vital to integrate business and HR initiatives into a coherent whole. Technology and shared-services centres are becoming more important, allowing HR leaders to focus their energies elsewhere than on day-to-day transactions.

There will have to be a conscious effort to renew employee commitment, and leadership development needs will make themselves felt at all levels in a context in which the pressure to perform is constantly rising.

Published in: Recruiting & HR
  • Be the first to comment

Presentation HR:let's start with ourselves

  1. 1. DEVELOPING HR LEADERS THAT HAVE AN IMPACT HR: let’s start with ourselves! Talk given by Julie Carignan Principal Organizational Psychologist
  2. 2. ARE WE POSITIONED AS KEY PLAYERS? SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  3. 3. One way or another, it will have to gain the business acumen needed to help organizations perform at their best. Ram Charan, HBR 2014 (Traduction libre) SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  4. 4. REMEMBER THAT…
  5. 5. THE ABILITY TO DELIVER INTERNALLY REMAINS THE BIGGEST CHALLENGE FOR HR LEADERS. Bersin’s Prediction for 2013 SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  6. 6. IN 2013, ENTERPRISES SHOULD SPEND MORE TO UPGRADE THEIR OWN HR TEAMS. Bersin’s Prediction for 2013 SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  7. 7. ON YOUR BEHALF, THEREFORE, WE HAVE REVIEWED THE BEST HR PRACTICES AND THE LATEST LITERATURE … SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  8. 8. AND WE HAVE PUT TOGETHER FIVE BIG LEVERS … SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  9. 9. TO HELP YOU ACHIEVE THE DESIRED IMPACT. SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  10. 10. SPRINGBOARD 1 1. ADJUST OUR ROLE TO REFLECT MAJOR TRENDS SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  11. 11. By adopting emerging trends. By changing how things are  SPB PSYCHOLOGIE ORGANISATIONNELLE done within evolving organizations. SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  12. 12. By exploring my leadership style as a difference-maker. By establishing my credibility and checking my positioning. SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  13. 13. But how do we deal with the fact that 28% of organizational decisions are made with no HR input? Source : SuccessFactors Oxford Economics 2014 SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  14. 14. Is HR a commodity? SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  15. 15. How far am I prepared to go in positioning people values within the organization? SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  16. 16. SPRINGBOARD 2 2. POSITIONING MYSELF AS A KEY PLAYER SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  17. 17. A SHORT
  18. 18. In 2014, what percentage of HR professionals fail to see the implications of Big Data for their work and for the enterprise? SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  19. 19. Answer: 56% of HR leaders fail to see the importance of Big Data. An employment workshop in October 2014). Big Data: Is HR helpless in dealing with torrents of data? http://www.manpowergroup.fr/big-data-rh-desemparee-tourbillon-de-donnees/ 3141592 6535931 4159265 3593141 5926535 9314159 2653593 1415926 5359314 1592653 5931415 9265359 3141592 6535931 4159265 3593141 5926535 9314159 2653593 1415926 5359314 1592653 5931415 9265359 5359314
  20. 20. The risk? Distancing HR from strategic functions An employment workshop in October 2014). Big Data: Is HR helpless in dealing with torrents of data? http://www.manpowergroup.fr/big-data-rh-desemparee-tourbillon-de-donnees/
  21. 21. HOW DO WE COPE? SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  22. 22. Create a supply of consulting services based on business realities Guide key decisions using Big Data Gauge the organizational impact Find a way with HR and financial dashboards SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  23. 23. SPRINGBOARD 3 3. CONVINCE PEOPLE TO GO FARTHER SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  24. 24. BY PREACHING IN THE WILDERNESS OR LEADING THE PILGRIMAGE? SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  25. 25. NOOOOOOOOOOOOOOOOOO! SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  26. 26. By building networks and alliances By finding a way through the political environments By putting together strong arguments By having the courage of your convictions SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  27. 27. and by speaking for employees, managers and executives in order to transform the organization SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  28. 28. THE STRONGER AND MORE CREDIBLE THE HR TEAM… Julie Carignan, SPB SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  29. 29. WITH COMPLEMENTARY TALENTS ALIGNED WITH BUSINESS NEEDS… Julie Carignan, SPB SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  30. 30. Julie Carignan, SPB THE MORE THE HR LEADER CAN PLAY HIS OWN STRATEGIC ROLE. SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  31. 31. SPRINGBOARD 4 4. APPLYING SOLUTIONS THAT WORK SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  32. 32. A FEW SYMPTOMATIC HR QUOTES SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  33. 33. The CEO insists on it! That will never fly with management. I realize the need is crucial, but we don’t have the budget. SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  34. 34. A FEW ASYMPTOMATIC SOLUTIONS! SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  35. 35. Piloting a comprehensive initiative through the organization Ensuring organizational alignment Incorporating the 10 keys to project management Producing conclusive results SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  36. 36. SPRINGBOARD 5 5. BRING OUT THE BEST IN AN ORGANIZATION SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  37. 37. By renewing ourselves in order to transform the organization By acting as a coach to help people find their way By renewing cooperation and commitment among individuals and teams By promoting a culture of agility By investing in well-being
  38. 38. AND WHY? SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  39. 39. To ensure healthy and sustainable performance SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  40. 40. FINALLY… SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  41. 41. THE FIVE LEVERS WILL ULTIMATELY LET US… ASSERT LEADERSHIP THAT HAS AN IMPACT SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca
  42. 42. In collaboration with Julie Carignan and other SPB experts For information: 1 800 798-1022 @SPBPsychology http://bit.ly/in_spb Seeing Farther | spb.ca

×