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Empowering HR as a Strategic Business Partner

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Empowering HR as a Strategic Business Partner

  1. 1. June 26-29, 2011<br />Las Vegas, Nevada<br />Empowering HR As a Strategic Business PartnerDeveloping and Implementing a Next Generation HR Strategy<br />Mark Borys • 6.27.11<br />SHRM 2011 Annual Conference & Exposition <br />
  2. 2. 2<br />Developing and Implementing a Next Generation HR Strategy<br />What Do We Want As HR?<br />We want people in our company to:<br />Believe in the mission and strategy<br />Feel they can trust leadership & feel leadership cares about them<br />Be proud of our company<br />Be excited about their work<br />Be productive – creative, working smart, and willing to put in extra effort<br />Trust the reward/recognition system<br />To learn and grow<br />Feel they have a positive impact on others and on society<br />“EMPLOYEE ENGAGEMENT”<br />
  3. 3. 3<br />Developing and Implementing a Next Generation HR Strategy<br />Engagement Is An Outcome<br />
  4. 4. 4<br />Developing and Implementing a Next Generation HR Strategy<br />The Good News…<br />It’s only a new word – we have been working on “engagement” for decades<br />All things old are new again<br />Empowerment<br />Maslow’s Hierarchy<br />Advantages:<br />It is a word that is being studied, discussed, measured<br />Helps us explain why ‘culture’ is so important and quantify impact of a strong culture<br />“ENGAGEMENT” OFFERS A FOOTHOLD TO TAKE ACTION<br />
  5. 5. 5<br />Developing and Implementing a Next Generation HR Strategy<br />The Challenge…Many Are Not Engaged<br />Less than half of American workers (45%) are satisfied with their jobs. Lowest since 1987. -Time magazine<br />Companies with large numbers of dissatisfied workers experience greater absenteeism and lower productivity. Turnover 51% higher than their peer companies. -Gallup<br />More than half of U.S. workers feel their jobs are less secure now than they were a year ago. -Gallup<br />More employees are looking for new opportunities outside their organization than they were in 2008. -Blessing White<br />Fewer than 1 in 3 employees worldwide (31%) are engaged. -Blessing White<br />SINCE WHEN HAVEN’T WE FACED CHALLENGES!<br />
  6. 6. 6<br />Developing and Implementing a Next Generation HR Strategy<br />The Challenge…Part 2<br />Statistics alone don’t change people’s minds<br />Most times – HR ‘arguments’ can’t either<br />Initiatives without manager ‘engagement’ die on the vine<br />HOW? We need to help the business reach their goals with action that brings about engaged employees<br />
  7. 7. 7<br />Developing and Implementing a Next Generation HR Strategy<br />Business Success Fulfill Employee Desires<br />Revenue and Growth<br />Increased profits and control of costs, increased productivity<br />Market share/General success amongst peer companies. Gain the Creative edge over competition.<br />High Customer Satisfaction and Advocacy<br />
  8. 8. 8<br />Developing and Implementing a Next Generation HR Strategy<br />Business Success <br /><br />Fulfill Employee Desires<br />Revenue and Growth<br />Increased profits and control of costs, increased productivity<br />Market share/General success amongst peer companies. Gain the Creative edge over competition.<br />High customer satisfaction and advocacy<br />
  9. 9. 9<br />Developing and Implementing a Next Generation HR Strategy<br />Profits, Productivity & Engagement<br />Statistics: (http://blog.allyis.com/shrm)<br />High: Improved operating income 19%. Low: Profit declined 33%. -Towers & Watson <br />Engagement scores in top quartile: 18% higher productivity and 16% higher profits. -Gallup<br />Shareholder return: 19% higher than 2009 average. In low-engaged companies: 44% below average. -ISR<br />Disengaged employees cost US companies $328 billion in 2006 (due to lack of innovation and customer service). -Gallup<br />High: Miss 20% fewer days of work and are almost 80%more likely to be top performers. -Towers & Watson <br />
  10. 10. 10<br />Developing and Implementing a Next Generation HR Strategy<br />Theme – Get What You Give<br />Employees behave as they are behaved towards<br />If you want TRUST – give TRUST<br />If you want RESPECT – give RESPECT<br />You want connection – give information and be available<br />You want your employees to believe in leadership and strategy – make them believable by connecting them to employees and their objectives<br />
  11. 11. 11<br />Developing and Implementing a Next Generation HR Strategy<br />What To Do?<br />Evaluate the leadership on the ‘I view employees’ scale?<br />How much resistance you might receive<br />Helps determine how to relate to them<br />Baseline to determine movement<br />Perfect their language – know the business<br />Set your goals and measures<br />Start at a place of most likely success – develop and share the vision (repeatedly)<br />Align goals, organization structure, processes, technology <br />Recruiting is key!<br />
  12. 12. Developing and Implementing a Next Generation HR Strategy<br />Where To Start?<br />Strong up/down/across communication channels <br />Believes there is genuine interest in employee well being<br />Believes in strategic direction<br />Trusts leadership<br />Respects leadership<br />12<br />
  13. 13. 13<br />Developing and Implementing a Next Generation HR Strategy<br />Keep In Mind…<br />Can’t do it overnight<br />You WILL move the organization!!!<br />Each new success will require sustaining energy <br />Your managers and employees are unique and therefore the solution is unique – if they change, your approach may need to.<br />HAVE A GOAL <br />SPEND THE ENERGY TO MAKE A DIFFERENCE<br />
  14. 14. 14<br />Developing and Implementing a Next Generation HR Strategy<br />Questions?<br />Email: mborys@allyis.com<br />Website: www.allyis.com<br />Statistics: http://blog.allyis.com/shrm<br />

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