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#TorontoHR Meetup: How to speak CEO | TemboStatus

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There is a major gap between what your CEO cares about and the function of human resources within the organization.

At this #TorontoHR meetup we offered a tactical, practical guide to aligning organizational vision with an enterprise talent management strategy. We demonstrated how a combination of business acumen and a solution-centric outlook are critical to driving impact on the big things that keep your CEO up at night: Customers, Productivity, Succession and Profit.

Our speaker, MaryAnn Dunlop, deconstructed the talent management framework to create a strategy that aligns with business objectives.

Published in: Recruiting & HR
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#TorontoHR Meetup: How to speak CEO | TemboStatus

  1. 1. #TorontoHR March 22 2017
  2. 2. David Bator @tembostatus david@tembostatus.com #torontohr
  3. 3. Thank You
  4. 4. • Get25% off your booking! • Email Dan Jacob at dan@breather.comandmention #TorontoHR
  5. 5. JOIN US: Torontohr.slack.com Rebekah Koenig CommunityManager
  6. 6. Our Speaker MaryAnn Dunlop HR Intell
  7. 7. How To Speak CEO
  8. 8. YAYYOU!
  9. 9. LEADERS
  10. 10. MANAGERS
  11. 11. PEOPLE
  12. 12. So what’s the deal with engagement?
  13. 13. Please, sir . . .
  14. 14. 2/3
  15. 15. 80%
  16. 16. 3x
  17. 17. How to get it sold
  18. 18. Today • Deconstruct the talent management to create strategy that aligns with business objectives • Show how HR can work in partnership with CEOs • Take you inside the corner office to share real world examples of how decisions are made with insight on how to win mindshare & budget for your programs
  19. 19. Who is the HR Business Partner?
  20. 20. Exercise What makes a valued HR Business Partner. Identify 3 characteristics working in groups of 5. – You will need a leader – You will need a scribe – You will need a presenter You have 2 minutes
  21. 21. What Makes a Valued HR Business Partner – some thoughts • Understand the business as well as the senior management team. This means knowing the business in depth – not just the figures. You need to understand who makes the money and how. What are the business goals? And what levers need to be pulled to help the organisation achieve them? What are the strengths and weaknesses of the business compared to the competition? Most importantly, you need to know how the dynamics of the business work, and how a change in one area will affect other areas. • Be an expert in your field. A good HR business partner knows their stuff – not just the law and compensation, but how change happens and how to engage people. Most importantly, they can determine how an intervention will work in that business. This is a dynamic process and the most successful HR business partners keep themselves up to date and renew their skills. • Be flexible and open to change. If you are going to persuade others to take on new ideas and ways of doing things, you need to be flexible too. • Step back and take an objective view. Be involved with the business, but never lose the ability to view it objectively. This will enable you to challenge ideas and take a longer-term view. • Communicate ideas clearly. It is no use having great ideas if you can’t sell them.
  22. 22. What Makes a Valued HR Business Partner • Take charge and challenge decisions. A big part of the job is thinking up innovativeways of doingthings and havingthe guts to question traditional systems. • Believe in the impact of HR on the business, alongwith your people and influencingskills. If a business is goingto reach its targets, everyone in that business needs to believe they can make a difference • You need to believe in yourself and the impact you can have. • Measure HR initiatives using the results in the business. HR has traditionally measured itself by the activity it manages – for example, the number of trainingcourses run, and the reduction in the pay bill. HR business partners need to use business measures – for example, what was the change in the efficiency of the people who attended the training, and how did this affect the bottom line?
  23. 23. Part 1: 7 Ways To Build A Relationship With The CEO
  24. 24. 1. Understand the problems and situations facing the business.
  25. 25. 2. What is the CEO focussed on?
  26. 26. 3. Be an active listener.
  27. 27. 4. Make life easier.
  28. 28. 5. Pick your spots.
  29. 29. 6. Sell your idea.
  30. 30. Exercise You will take a few moments to sell your idea! Using the following model – tell your partner why they should approve your program or budget request – PROBLEM/SITUATION - ACTION - RESULT (PAR) You have 5 minutes approximately
  31. 31. 7. Get to know the assistant!
  32. 32. Part 2: What Keeps The CEO Up At Night
  33. 33. Numbers NUMBERS
  34. 34. Performance of team.
  35. 35. 45% of CEOs were not satisfied with their executive team performance.
  36. 36. 82% of CEO want a greater sense of urgency.
  37. 37. 6 ways to effectively set goals. 1. What are the key drivers? 2. Who owns them? 3. How do they cascade? 4. Is there a common line of sight? 5. What are the resources required? 6. Do they conflict with other directives?
  38. 38. Questions?
  39. 39. www.hrintell.com
  40. 40. www.tembostatus.com
  41. 41. THANK YOU!

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