Developing and executing an effective HR strategy September 2011


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Half day interactive open workshop on designing, developing and implementing strategy held in Toronto.

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Developing and executing an effective HR strategy September 2011

  1. 1. Developing and executing an effective Human Resources strategy<br />by Toronto Training and HR <br />September 2011<br />
  2. 2. 3-4 Introduction to Toronto Training and HR<br /> 5-6 Questions to ask<br />7-8 Questions to answer<br />9-11 Organizational succession<br /> 12-13 Achieving a fit<br />14-16 The use of playscripts<br />17-18 Putting a strategy in place<br />19-21 High-value strategies<br />22-28 Typical HR strategy-public sector<br />29-36 Typical HR strategy-private sector<br />37-40 Strategy execution<br />41-42Implementing strategy<br />43-44 Drill<br />45-50 Case studies<br /> 51-52 Conclusion and questions<br />Contents<br />Page 2<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Questions to ask<br />
  8. 8. Page 6<br />Questions to ask<br />STRESS TEST<br />Who is your primary customer?<br />How do your core values prioritize shareholders, employees and customers?<br />What critical performance variables are you tracking?<br />What strategic boundaries have you set?<br />How are you generating creative tension?<br />How committed are your employees to helping each other?<br />What strategic uncertainties keep you awake at night?<br />
  9. 9. Page 7<br />Questions to answer<br />
  10. 10. Page 8<br />Questions to answer<br />What is our capacity building plan?<br />What is our succession plan strategy?<br />What is our change management model to ensure our organization is able to stay fluid and dynamic?<br />What is our process to ensure we are using the right measures to evaluate operational efficiency, knowledge management, transfer of learning and organizational capacity?<br />What is our organizational learning strategy?<br />
  11. 11. Page 9<br />Organizational succession<br />
  12. 12. Page 10<br />Organizational succession 1 of 2<br />DEFINING GLOBAL TO SPECIFIC SUCCESS BEHAVIOURS<br />Organizational development philosophy<br />Operational management<br />Define each critical position with competencies<br />Deconstruct the competencies into the behaviours and skills to help achieve the competencies defined<br />For each competency determine the key performance behaviours<br />Determine the standard for each key performance behaviour<br />
  13. 13. Page 11<br />Organizational succession 2 of 2<br />ALIGNING SUCCESSION PLANNING WITH CAREER PLANNING<br />Conduct an operational and human capital audit<br />Identify gaps<br />Create a recruiting plan<br />Devise a hiring plan<br />On-boarding<br />Career development path<br />
  14. 14. Page 12<br />Achieving a fit<br />
  15. 15. Page 13<br />Achieving a fit<br />FIT TYPES<br />Person-job fit<br />Person-group fit<br />Person-organization fit<br />
  16. 16. Page 14<br />The use of playscripts<br />
  17. 17. Page 15<br />The use of playscripts 1 of 2<br />Corporate playscript<br />Business playscript<br />
  18. 18. Page 16<br />The use of playscripts 2 of 2<br />DEVELOPING YOUR PLAYSCRIPTWrite your current corporate and business playscripts<br />Rewrite your playscript<br />Future-proof your playscript<br />
  19. 19. Page 17<br />Putting a strategy in place <br />
  20. 20. Page 18<br />Putting a strategy in place<br />State your intent<br />Try again-this time in context<br />Set your measures<br />Define the tasks implied by your intent<br />Define the boundaries<br />
  21. 21. Page 19<br />High-value strategies<br />
  22. 22. Page 20<br />High-value strategies 1 of 2<br />WHY STRATEGIES FAIL<br />The highest value new ideas are the least understood and least accepted<br />Gifted, creative and strategic thinkers often poorly communicate the new paradigm<br />When the new strategy is articulated from on high, even if it is communicated clearly, it is often proclaimed as “doctrine” without any provision for feedback<br />
  23. 23. Page 21<br />High-value strategies 2 of 2<br />ACHIEVING EFFECTIVE IMPLEMENTATION<br />Clearly explain the reason why a new strategy is required, the rationale underlying the new strategy, and the perceived risks in its implementation<br />Encourage questions and feedback<br />Go slow to go fast<br />Seek to understand your strategic idea before trying to implement it<br />
  24. 24. Page 22<br />Typical HR strategy-public sector<br />
  25. 25. Page 23<br />Typical HR strategy-public sector 1 of 6 <br />YEAR ONE KEY ELEMENTSCommunication<br />Diversity<br />Employee and Trade Union Relations<br />Employee Development and Motivation<br />Health, Safety and Welfare<br />Organizational Development<br />Performance Management<br />Recruitment and Retention<br />Remuneration<br />Workforce Data<br />
  26. 26. Page 24<br />Typical HR strategy-public sector 2 of 6 <br />YEAR ONE AIMS AND KEY OUTCOME MEASURES<br />Communication<br />Diversity<br />Employee and Trade Union Relations<br />Employee Development and Motivation<br />Health, Safety and Welfare<br />Organizational Development<br />Performance Management<br />Recruitment and Retention<br />Remuneration<br />Workforce Data<br />
  27. 27. Page 25<br />Typical HR strategy-public sector 3 of 6 <br />UNDERLYING CORE PRINCIPLES<br />A proactive approach to learning and taking advantage of all opportunities to spread good practice across the HR function, the wider organization and local community. <br />The utilization of website and intranet for communication both externally and internally in addition to paper based systems. <br />
  28. 28. Page 26<br />Typical HR strategy-public sector 4 of 6 <br />UNDERLYING CORE PRINCIPLES<br />A commitment to the highest possible standards of confidentiality, professional conduct and competency.<br />A commitment to a ‘quality’ proactive approach and philosophy of ‘continuous improvement’ both individually and for the function.<br />The promotion of employment practices that remove discrimination and support consistency of application across the organization.<br />
  29. 29. Page 27<br />Typical HR strategy-public sector 5 of 6 <br />YEAR TWO<br />Developing leadership<br />Developing workforce skills and capacity<br />Organizational development<br />Resourcing: recruitment, retention and diversity<br />Pay and rewards<br />Service and local priorities<br />
  30. 30. Page 28<br />Typical HR strategy-public sector 6 of 6 <br />YEAR THREE<br />Communication <br />Employee development<br />Organizational development<br />Performance management<br />
  31. 31. Page 29<br />Typical HR strategy-private sector<br />
  32. 32. Page 30<br />Typical HR strategy-private sector 1 of 7 <br />YEAR ONE KEY ELEMENTSCommunication<br />Diversity<br />Employee and Trade Union Relations<br />Employee Development and Motivation<br />Health, Safety and Welfare<br />organizational Development<br />Performance Management<br />Recruitment and Retention<br />Remuneration<br />Workforce Data<br />
  33. 33. Page 31<br />Typical HR strategy-private sector 2 of 7 <br />BUSINESS IMPACT MEASURES-FOCUSING ON BUSINESS ACHIEVEMENTS INFLUENCED BY PEOPLE-RELATED INITIATIVES<br />Tools/approaches<br />Strategic analysis<br />Business-driven approach<br />Value chain analysis<br />Stakeholder perceptions of impact<br />Goodwill/intangible asset impact<br />
  34. 34. Page 32<br />Typical HR strategy-private sector 3 of 7 <br />CAPABILITIES IMPACT MEASURES-FOCUSING ON ORGANIZATIONAL CAPABILITIES<br />Tools/approaches<br />Organization priorities and initiatives<br />Enhancing people management and HR systems<br />Critical success factors<br />
  35. 35. Page 33<br />Typical HR strategy-private sector 4 of 7 <br />CAPABILITIES IMPACT MEASURES-FOCUSING ON INITIATIVES THAT HAVE SHOWN TO DRIVE BUSINESS PERFORMANCE <br />Tools/approaches<br />Research initiatives and surveys<br />
  36. 36. Page 34<br />Typical HR strategy-private sector 5 of 7 <br />HR OPERATIONAL IMPACT MEASURES-FOCUSING ON OUTCOMES/RESULTS OF HRM ACTIVITIES<br />Tools/approaches<br />Effectiveness<br />Cost/effectiveness<br />Six Sigma measures<br />Return on knowledge<br />HR dashboard<br />
  37. 37. Page 35<br />Typical HR strategy-private sector 6 of 7 <br />HR OPERATIONAL IMPACT MEASURES-EVALUATING COST & QUALITY OF ACTIVITIES/SERVICES PERFORMED BY THE HR FUNCTION & VENDOR MGT<br />Tools/approaches<br />Customer-user satisfaction<br />Efficiency<br />Overall costs of the HR function<br />
  38. 38. Page 37<br />Typical HR strategy-private sector 7 of 7 <br />USING A BALANCED SCORECARD<br />Tools/approaches<br />The approach is simple and compelling<br />Themes used as a prescriptive framework to guide thinking-strategic skills/competencies, leadership, culture and strategic awareness, strategic alignment and strategic integration/learning<br />HR programs/functions, high performance practices and measures are defined for each category <br />
  39. 39. Page 7<br />Strategy execution<br />
  40. 40. Page 38<br />Strategy execution 1 of 3<br />WHAT PREVENTS SUCCESSFUL EXECUTION?<br />Disengagement<br />Disconnection<br />
  41. 41. Page 39<br />Strategy execution 2 of 3<br />Leaders need to define and communicate a common mental model for the strategy, presenting it as a shared picture that means the same thing to everyone-this can be difficult for four reasons:<br />Words are inadequate conveyors of meaning<br />Managers have to receive and send strategic information at the same time<br />Individual contributors must see the common mental model and have their managers translate it into what they’ll have to do (and do differently)<br />People need to practice the new skills and behaviours necessary to execute strategy in way that is safe<br />
  42. 42. Page 40<br />Strategy execution 3 of 3<br />POINTS TO BEAR IN MIND<br />To be engaged, people want to solve their strategic puzzles<br />They must be linked in a process that spells out the roles of leaders, managers, and individual contributors in executing that strategy<br />
  43. 43. Page 41<br />Implementing strategy<br />
  44. 44. Page 42<br />Implementing strategy<br />Get the big picture<br />Uncover and collaborate<br />Elicit genuine buy-in<br />Build trust first<br />Focus on process<br />
  45. 45. Page 43<br />Drill<br />
  46. 46. Page 44<br />Drill<br />
  47. 47. Page 45<br />Case study A<br />
  48. 48. Page 46<br />Case study A<br />
  49. 49. Page 47<br />Case study B<br />
  50. 50. Page 48<br />Case study B<br />
  51. 51. Page 49<br />Case study C<br />
  52. 52. Page 50<br />Case study C<br />
  53. 53. Page 51<br />Conclusion & Questions<br />
  54. 54. Page 52<br />Conclusion<br />Summary<br />Questions<br />