Get it got it great nov 1 2012


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Get it got it great nov 1 2012

  1. 1. Applying external consulting techniques to internal consulting. 1
  2. 2. Agenda1. Introductions2. HR World3. Survey Says...4. What sets consultants apart?5. Consultant tips – what and how 2
  3. 3. Tell me about you 3
  4. 4. A great time to be in HR Leadership Talent Culture Business results 4
  5. 5. Trends/evolution of HR HR Administrative support HR Functional experts Strategic HR Outside - In 5
  6. 6. Competencies for HR Success1. Strategic positioner2. Credible activist3. Capability builder4. Change champion5. HR Innovator and integrator6. Technology proponent 6
  7. 7. What are the desired skills for an HR “To be successful the HR Business Partner? Business Partner must possess “Are you able to set a new level of HR a unique blend of business and by collaborating with all your people savvy; a big-picture stakeholders and being the sparring vision, and the drive to make that partner for managers?” “The HR Businessreality.” is responsible vision a Partner for assisting organizational leaders in“Can you work in a complex developing and advancing strategicmatrix environment and solutions and organizational goals.”with stakeholders in diverselocations?” “The HR Business Partner “The HR Business Partner is must understand both customer focused on helping leaders own and business needs, ensuring and manage the employee strategy is aligned with experience in a way that is both.” “This is a role suitable aligned with our culture and the for someone who is ready to overall direction of the make changes to an organization.” organization.” 7
  8. 8. What is expected of an HR businesspartner?Developing as a business expert andbecoming more influential, credibleand knowledgeable in your interactionswith your internal clients. 8
  9. 9. What are Organizations saying about this role? 9
  10. 10. Choose the top challenge an HRBP faces. 10a) Balancing competing priorities to keep up with demandsb) HRBPs can’t get enough datac) HRBPs are seen as reactionary “problem solvers” rather than strategic business partnersd) Inconsistency in the vision
  11. 11. Survey Says: 11a) Balancing competing priorities to keep up with 33% demandsb) HRBPs can’t get enough data 7%c) HRBPs are seen as reactionary “problem 55% solvers” rather than strategic business partnersd) Inconsistency in the vision 5%
  12. 12. Choose the top critical skill for an HRBP. 12a) Critical thinkingb) Relationship buildingc) Influencing skillsd) Listening skillse) Business acumen
  13. 13. Survey Says: 13a) Critical thinking 20%b) Relationship building 10%c) Influencing skills 40%d) Listening skills 10%e) Business acumen 20%
  14. 14. What can improve/change? 14a) More strategic thinkingb) Better alignment with business prioritiesc) Reestablish HRBP as a true business partner, rather than a day to day “problem solver”d) Inclusion of HRBPs in initial stages of decision making
  15. 15. Survey Says: 15a) More strategic thinking 20%b) Better alignment with business priorities 10%c) Reestablish HRBP as a true business partner, rather 50% than a day to day “problem solver”d) Inclusion of HRBPs in initial stages of decision 10% making
  16. 16. HRBPs should be more consultative. 16a) Agreeb) Disagree
  17. 17. Survey Says: 17a) Agree 89%b) Disagree 11%
  18. 18. HRBPs should know more about the Business. 18a) Agreeb) Disagree
  19. 19. Survey Says: 19a) Agree 100%b) Disagree
  20. 20. HRBPs have respect from the Business. 20a) Agreeb) Disagree
  21. 21. Survey Says: 21a) Agree 33%b) Disagree 67%
  22. 22. HRBPs have the resources they need. 22a) Agreeb) Disagree
  23. 23. Survey Says: 23a) Agree 33%b) Disagree 67%
  24. 24. Solution Chain HR Business External SolutionNeed HR Services Partner Provider 24
  25. 25. How do we get the right info thefirst time and provide value? Keys to consulting Tips for you to use Effective behaviours used by sales professionals 25
  26. 26. Q:What sets consultants apart?A: Higher quality conversations 26
  27. 27. What sets consultants apart?Higher quality conversations1. Diagnostic conversations2. Selling conversations3. Consultative conversations 27
  28. 28. Key Consulting Competencies Service Getting feedback Having a process 28
  29. 29. Service and Support Model Typically work reactively Goal is to find ways to work more proactively Tip: Common language for service Unforgiveable Unremarkable Unforgettable 29
  30. 30. Your Service score? 30
  31. 31. Tips for Soliciting Feedback fromYour Internal Clients Be selective, not every time. Timing is everything Ask for specifics using open questions Listen actively Thank you’s go a long way TIP: The Listening Quiz 31
  32. 32. Listening Quiz 32
  33. 33. 5 Step Process Establish Rapport and Credibility Understand the Issue and Desired Results Present Options and Recommendations Plan and Implement the Recommendations Evaluate Results and Lessons Learned 33
  34. 34. Step 1: Establish rapport andcredibility Know your client Know your client’s perspective TIP: Know the Business worksheet 34
  35. 35. “Know the Business” worksheet 35
  36. 36. Step 2: Understand the issue anddesired results Prepare Gather information Identify success criteria Explore root causes Identify options Consider implications of the options TIP: Why 5/What 5 Root Cause Vs. Symptoms 36
  37. 37. Why 5 / What 5 37
  38. 38. Step 3: Present options andrecommendations Address success criteria Fact based recommendation Present and persuadeTip: strong communication with IOCBAA 38
  39. 39. Issue/ProblemOpportunity/SolutionCredentialsBenefitsActionAgenda 39
  40. 40. Step 4: Plan and implement Identify factors that impact implementation success Assign implementation accountability Build action schedule Execute actions 40
  41. 41. Step 5: Evaluate results and lessonslearned Provide appropriate awareness of progress and results Provide final status of initiative or project Discuss lessons learned 41
  42. 42. 5 Step Process 42
  43. 43. Applying external consulting techniques to internal consulting. 43
  44. 44. 44