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1
Connecting to Purpose - Workforce Planning in
a Mission-Based Organisation
Julie Shearman - National HR Director - Heart...
2
What we’ll cover today
Framing The Presentation
- A Working Definition and Features of Purpose-based
Workforce Strategy
...
The importance of Culture:
“Culture eats strategy for lunch.
You can have a good strategy but if you
don’t have the cultur...
The Degree & Impact of
Change:
“People over-estimate the amount of
change in 2 years and under-estimate the
change in 10.....
5
What we’ll cover today
Framing The Presentation
- A Working Definition and Features of Purpose-based
Workforce Strategy
...
Making a difference since 1959
• Vital research
• Helping health professionals
• Guideline development
• Support for patie...
Our purpose
To reduce premature death and
suffering from heart, stroke and
blood vessel disease.
We want to make a differe...
For All Hearts
Our Goal
Saturday, 15 March 14
9
A Working Definition:
Purpose - Based Workforce Strategy:
Designing & aligning present and future workforce strategy to
...
10
The Changing Face of HR
• Business Partnering
• Change resilience and / or Change Champion
• Moving towards - workforce...
= Beyond a healthy culture to
an agile & change hardy
one
= Delivering Organisational
Insight to meet current &
future cha...
8
Towards
Organisational Insight
Saturday, 15 March 14
9
HR’s journey
Service
Driven
Process
Driven
Insight
Driven
Efficiencies
Stream-lining
More with less
Process
ownership
Se...
14
2012:
Our Case Study starts here....
• Our Metrics Journey starts here..
• Key challenges for The Heart Foundation
• Ke...
15
Our Workforce Metrics Journey
A Case Study
2012 - Our First Year
• The HR Measurement Journey Starts Here
• A Conversat...
16
2012:
Our Metrics Journey Starts here...
Key Challenges across the NFP sector
1. Heart Foundation - A Leading NFP
2. A ...
17
2012:
Key Challenges - HR Director Role
1. Multiple Reporting structures
2. National Reporting responsibilities
3. Stat...
18
2012:
Kick-Off
Our Metrics and Workforce Strategy - the conversation begins...
Our two questions:
- Are we measuring th...
19
2012:
Our Leaders Redefine our Workforce Measures
The Result: Our Top Five CEO’s Priorities & Insights...
1. ‘We can on...
4
2012:
Our Organisational Values
These Values are Purpose-based
Our Leadership Value:
Visionary
Our Learning and Change V...
21
2013:
Developing the first HR Group Plan
• Our Goal - Strategy Linked
• Our Four HR Group Objectives
• Our Core Organis...
3
2013:
Year Two - The HR Business Strategy Plan
Our Four Objectives:
- Launch The Business Partner Network
Deliver Quarte...
©2008 National Heart Foundation of Australia
purpose
presence personaliselegacy
people
key
opportunity
development
success...
24
2014:
Year Three
The Journey Continues...
Putting Strategy
and
Workforce Potential
together
13
Saturday, 15 March 14
8
2014:
The Journey Continues...
Putting Strategy & Workforce Potential together
1.The 2014 - 2015 Plan - in development. ...
26
Q & A:
Happy to answer any questions
Benchmarking always welcome
Examples:
Sharing The Leadership Journey
WHS and Compl...
Our new strategy document
Saturday, 15 March 14
Upcoming SlideShare
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Julie Shearman - Case Study: Connecting to Purpose - Workforce Planning in a Mission-based Organisation

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The Heart Foundation is a leading Australian not-for-profit, at the forefront of social change that has reduced premature death and suffering from cardiovascular disease. Julie has been the National HR Director of the Foundation for several years and will talk to the HR Business issues and challenge of workforce planning. She will share strategies used to future-fit and enable Connection to Purpose in a mission-based and highly engaged culture.

Published in: Recruiting & HR
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Julie Shearman - Case Study: Connecting to Purpose - Workforce Planning in a Mission-based Organisation

  1. 1. 1 Connecting to Purpose - Workforce Planning in a Mission-Based Organisation Julie Shearman - National HR Director - Heart Foundation, MasterPlan Conference: March - April 2014 1 Saturday, 15 March 14
  2. 2. 2 What we’ll cover today Framing The Presentation - A Working Definition and Features of Purpose-based Workforce Strategy - The Changing Face of HR The Case Study 2012 - Our First Year The HR Measurement Journey Starts Here 2013 - Developing the First HR Group Plan Our Goal - Workforce Strategy Linked 2014 - Three Years On The Journey Continues - Putting Strategy & Workforce Potential together 2 Saturday, 15 March 14
  3. 3. The importance of Culture: “Culture eats strategy for lunch. You can have a good strategy but if you don’t have the culture and enabling systems to implement that strategy you will fail.” Dick Clark, CEO Merck USA Saturday, 15 March 14
  4. 4. The Degree & Impact of Change: “People over-estimate the amount of change in 2 years and under-estimate the change in 10...” Bill Gates, Philanthropist Saturday, 15 March 14
  5. 5. 5 What we’ll cover today Framing The Presentation - A Working Definition and Features of Purpose-based Workforce Strategy - The Changing Face of HR The Case Study 2012 - Our First Year • The HR Measurement Journey Starts Here 2013 - Developing the First HR Group Plan • Our Goal - Workforce Strategy Linked 2014 - Three Years On • The Journey Continues - Putting Strategy & Workforce Potential together 2 Saturday, 15 March 14
  6. 6. Making a difference since 1959 • Vital research • Helping health professionals • Guideline development • Support for patients • Community education • Advocacy Our story Saturday, 15 March 14
  7. 7. Our purpose To reduce premature death and suffering from heart, stroke and blood vessel disease. We want to make a difference to heart health, by working with the community to help Australians live healthier lives. To do this - research, metrics and data inform everything we do. Saturday, 15 March 14
  8. 8. For All Hearts Our Goal Saturday, 15 March 14
  9. 9. 9 A Working Definition: Purpose - Based Workforce Strategy: Designing & aligning present and future workforce strategy to deliver business outcomes, engage stakeholders and enable, (increase) value-chain delivery.... Julie Shearman 2014... Key Features: Values-based Works to Build Trust Organistional Equity HR relational and Others in relational roles... Cultural Leadership - enabled Future-forward 7 Saturday, 15 March 14
  10. 10. 10 The Changing Face of HR • Business Partnering • Change resilience and / or Change Champion • Moving towards - workforce organisational insight • Building future-fit Leaders who understand HR in their D&A • Custodians of workforce Organisational Equity • Our core Organisational Values - (building trust) 7 Saturday, 15 March 14
  11. 11. = Beyond a healthy culture to an agile & change hardy one = Delivering Organisational Insight to meet current & future challenges = Building tomorrow’ s leaders who see business as an applied HR discipline = A key stakeholder in building organisation & brand equity The changing face of HR Bridge Research From The people function Short-term only Beyond engagement Driving sustainable performance Future-proofing culture Organisational commentators / guardians Meeting the talent agenda To Saturday, 15 March 14
  12. 12. 8 Towards Organisational Insight Saturday, 15 March 14
  13. 13. 9 HR’s journey Service Driven Process Driven Insight Driven Efficiencies Stream-lining More with less Process ownership Service function Reactive Service Excellence Delivery focus Future-focused Challenges Navigating the course Strategy & Tactics Relationship Partner Saturday, 15 March 14
  14. 14. 14 2012: Our Case Study starts here.... • Our Metrics Journey starts here.. • Key challenges for The Heart Foundation • Key challenges for The HR Director Role • Our Core Organisational Values • Our First HR Business Group Plan 7 Saturday, 15 March 14
  15. 15. 15 Our Workforce Metrics Journey A Case Study 2012 - Our First Year • The HR Measurement Journey Starts Here • A Conversation - Engaging our Corporate Leaders • Identifying our Organisational Values • Redefining our Measures 2013 - Developing the First HR - Business Group Plan • Our Goal - Workforce Strategy Linked • Our Four HR Group Objectives - Workforce Strategy driven • Extending Our Values-based Leadership Program - Strategy Enablers 2014 - In Our Third Year • The Journey Continues - Putting Strategy & Workforce Potential together 2 Saturday, 15 March 14
  16. 16. 16 2012: Our Metrics Journey Starts here... Key Challenges across the NFP sector 1. Heart Foundation - A Leading NFP 2. A fast-growing sector 3. A Federated organisation with high levels of complexity - multiple CEO’s - and devolved decision-making and regulatory structures 4. Focus on efficiency and doing more with less 5. High change context 7 Saturday, 15 March 14
  17. 17. 17 2012: Key Challenges - HR Director Role 1. Multiple Reporting structures 2. National Reporting responsibilities 3. State Reporting responsibilities 4. Multiple Committee Reporting 5. Commencing HR-led Workforce Reporting, Analytics and Planning 6. Starting the Conversation... 7 Saturday, 15 March 14
  18. 18. 18 2012: Kick-Off Our Metrics and Workforce Strategy - the conversation begins... Our two questions: - Are we measuring the right things? - Are we asking the right questions? An engaged Senior Leaders conversation - CEO’s - about the ‘what’ ‘how’ and ‘why’ 7 Saturday, 15 March 14
  19. 19. 19 2012: Our Leaders Redefine our Workforce Measures The Result: Our Top Five CEO’s Priorities & Insights... 1. ‘We can only manage what we measure’ - (Workforce) 2. ‘One size does not fit all - in fact - it fits no one’ Local / Global - customisation in implementation 3. The importance of the local HR Relationship - Next level - HR Business Partnering 4. The importance of Leadership - building trust 5. ‘Year on Year’ underspend - overall L&D budgets - using it better 13 Saturday, 15 March 14
  20. 20. 4 2012: Our Organisational Values These Values are Purpose-based Our Leadership Value: Visionary Our Learning and Change Values: Collaborative and Dynamic Our People Values: Passion and Integrity Our Values + Our Strategy + Our Code of Conduct Saturday, 15 March 14
  21. 21. 21 2013: Developing the first HR Group Plan • Our Goal - Strategy Linked • Our Four HR Group Objectives • Our Core Organisational Values • Our Values-Based Leadership Program • Picking up the Performance Conversation 7 Saturday, 15 March 14
  22. 22. 3 2013: Year Two - The HR Business Strategy Plan Our Four Objectives: - Launch The Business Partner Network Deliver Quarterly Metrics Dashboard & HR Business Plans - Deliver HF Values-based Leadership Program 2014 in Review – next stage extension - Deliver Best Practice / integrated HR Frameworks Remuneration, Capability, and Performance - Consulting - Turn-around performance gaps Saturday, 15 March 14
  23. 23. ©2008 National Heart Foundation of Australia purpose presence personaliselegacy people key opportunity development success attitude behaviours sustainable dimensions enabling effective Saturday, 15 March 14
  24. 24. 24 2014: Year Three The Journey Continues... Putting Strategy and Workforce Potential together 13 Saturday, 15 March 14
  25. 25. 8 2014: The Journey Continues... Putting Strategy & Workforce Potential together 1.The 2014 - 2015 Plan - in development. All 2013 Objectives successfully delivered 2. We will continue to measure four core HR areas: Workforce Profile HR operational measures Culture & Capability Compliance Measures 3. Year 3: Integrating Climate Survey data, (VOICE - Engagement Survey) Leadership Measures, (Values-based) = Engagement + Leadership + Performance 4. HR Director Led - Implementing Online Performance Saturday, 15 March 14
  26. 26. 26 Q & A: Happy to answer any questions Benchmarking always welcome Examples: Sharing The Leadership Journey WHS and Compliance areas All areas - open for discussion... 7 Saturday, 15 March 14
  27. 27. Our new strategy document Saturday, 15 March 14

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