Putting the "Strategic" into Strategic Business Partner

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Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.

What is driving this trend? How does the re-skilling of HR relate to workforce analytics?

In this webinar, workforce analytics experts Dave Weisbeck and Ian Cook will explore:

HR’s evolving role, from tactical to strategic player.
Key drivers of the “datafication” of HR.
Connecting the dots between strategy and analytics.
How to develop analytics acumen within HR.
Approaches for accelerating the adoption of analytics.
Becoming a truly strategic business partner.
Turning numbers into action: Case study examples of HR as a strategic partner.

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Putting the "Strategic" into Strategic Business Partner

  1. 1. #WFwebinar Speaker: Dave Weisbeck Chief Strategy Officer Visier Moderator: Josie Sutcliffe Director, Product Marketing Visier Putting the 'Strategic' Into Strategic Business Partner
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  6. 6. #WFwebinar 1. May I receive a copy of the slides? YES! Click on the resource list located on the top left portion of your screen. 2. May I review the webinar recording at a later date? YES! You may log in again using today’s link to review the presentation on-demand. Frequently Asked Questions
  7. 7. Page 7 © 2014 Visier™© 2014 Visier™ Putting the Strategic in Strategic Business Partner Presenter: Dave Weisbeck May 7th 2-3pm ET 11am-12pm PT
  8. 8. Page 8 WORKFORCE ANALYTICS AND PLANNING. SMART. INTUITIVE. COMPLETE.
  9. 9. Page 9 Dave Weisbeck, Chief Strategy Officer, Visier Dave Weisbeck leads the overall solutions success and strategy at Visier. Prior to joining Visier, Dave spent over 18 years in the information management and analytics industry, which included time spent helping to build Crystal Decisions and Business Objects products and product strategy. Most recently Dave was the senior vice president and general manager responsible for Business Intelligence, Enterprise Information Management and Data Warehousing at SAP. PRESENTER
  10. 10. Page 1010 Historically, many within the HR profession have lamented the lack of respect and acknowledgment for the services they provide. Now opportunity is banging at the door of every HR function to reverse that situation. The need to be more strategic and business-linked is evident.” J. Robinson, and D. Robinson, Strategic Business Partner: A Critical Role for Human Resource Professionals. “
  11. 11. Page 11 ULRICH MODEL 11 StrategicOperational Process People Strategic Partner Change AgentEmployee Champion Administrative Expert Source: Ulrich (1997), Human Resource Champions
  12. 12. Page 12 ARE WE THERE YET? 12 Source: Hay Group, Next generation HR, Connecting strategy, people and work
  13. 13. Page 13 TODAY’S AGENDA The Three Wheres?: - Where From - Where Now - Where To What is a Strategic Business Partner Practical Steps to Become A Better Strategic Partner  Connecting to the Business  Analytics as a Catalyst  Planning as an Enabler
  14. 14. Page 14 Where From Where Now Where To
  15. 15. Page 15 Increased complexity of the workplace  24/7 business, global competition, fading time/place boundaries, risk and compliance Increased complexity of the workforce  Offshoring, global mobility, contingent workers, generational divides, war for talent New technologies  Social media, smart phones, Cloud, always-on Cost pressures  Every function must justify itself with ROI WHAT IS DRIVING THE CHANGE? 15
  16. 16. Page 16 EVOLUTION OF HR 16 IncreasingValue Employee Relations Administration Human Resource Effective Organizations Compliance Workers Compensation Payroll Training Staffing Workforce Planning Talent Analytics Performance Management Organizational Design Talent Acquisition Leadership Development Cost Containment NOW leadinglagging Managing Talent Managing Staff Compensation
  17. 17. Page 1717
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  19. 19. Page 19 What is a Strategic Business Partner?
  20. 20. Page 20 WHAT DOES IT MEAN TO BE STRATEGIC? 20
  21. 21. Page 21 COMPETENCIES OF BEING STRATEGIC 1. Know the Goal  Always act with the end in mind. Purposeful. With intent. 2. Big Picture View  Mental model of the end-to-end system. Past, present, future. 3. Think Divergently  Consider the alternative path. Look outside current boundaries. Be open. Ask “What if?” 4. Think Critically  Break things down to root causes. Analyze. Inspect. 5. Align  Seek convergence, not consensus.
  22. 22. Page 22 BEING STRATEGIC IS… …the focus that allows individuals within an organization to marshal and leverage their energy, to focus attention, to resist distraction, and to concentrate for as long as it takes to achieve a goal.” Jeanne Liedtka, “Linking Strategic Thinking with Strategic Planning” “
  23. 23. Page 23 STRATEGIC BUSINESS PARTNER Organizational development  What are the group dynamics?  What culture and beliefs impact decisions and change?  Organization design – system thinking  How do we remove friction or conflict? Partnering  Coaching  Consulting – 2-way conversation  Be willing to challenge – have a point of view  How do I build relationships and collaborate? Relationships Human Resource Expertise  Talent Management  Recruiting  Compensation  What processes and technology improve efficiency?  What are the people goals and measures of success? Business Expertise  Who is the customer? What problem do you solve for them?  Who is the competition? How do you compare?  What are the business goals and measures of success? Expertise Adopted from Rothwell & Budscooter (Ed.), 2012. The Encyclopedia of Human Resource Management
  24. 24. Page 24
  25. 25. Page 25 Practical Steps to Become A Better Strategic Partner
  26. 26. Page 26 How to: 1. Understand the Business 2. Improve your Big Picture Understanding and Be a Better Critical Thinker 3. Get Convergence and Alignment 3 WAYS TO BECOME MORE STRATEGIC BUSINESS PARTNER 26
  27. 27. Page 27 How do people impact the success of the business strategy? 1. UNDERSTAND THE BUSINESS 27 The fundamental question to answer is:
  28. 28. Page 28 What is the business strategy? 1. Who is the company’s core customer? 2. What problems do your products/services solve for them? 3. Who is the competition? 4. Where does the organization stand in relation to the competition and customer? 1. UNDERSTAND THE BUSINESS 28 The purpose of business is to create and keep a customer.” - Peter Drucker “
  29. 29. Page 29 1. Who is the company’s core customer? 2. What problems do your products/services solve for them? 3. Who is the competition? 4. Where does the organization stand in relation to the competition and customer?  Ask Sales, Marketing, Product Management, and/or Customer Support.  Establish relationships with people who deal with customers on a regular basis, and stay up to date.  Get out of the office. Visit a store or plant. Join a call. 1. UNDERSTAND THE BUSINESS 29
  30. 30. Page 3030 How do people impact the success of the business strategy?  Increase customer satisfaction?  Drive innovation?  Achieve execution excellence, and process efficiencies?  Bring regional expertise and knowledge? Once you understand the customer, then make the connection:
  31. 31. Page 31 Big Picture View  Mental model of the end-to-end system. Past, present, future. Think Critically  Break things down to root causes. Analyze. Inspect. The goal is to understand connections. What will the impact be to a change? The secret: analytics! 2. BIG PICTURE, THINKING CRITICALLY 31
  32. 32. Page 32 2. IMPROVE YOUR BIG PICTURE UNDERSTANDING REPORTS Measure single data points Provide information – the what Guide operations State past and present Tabular outputs of counts and rates ANALYTICS Connect multiple data points Provide insights – the why Drive strategy State past, present, and predict the future Visual outputs of patterns and trends
  33. 33. Page 33 TALENT RETENTION “Voluntary Resignations are at a 5-year high.” Bureau of Labor Statistics Job Openings and Labor Turnover Survey October 2013
  34. 34. Page 34 BREAKING AWAY FROM REPORTS We need to find the connections: Understand: what is the real situation? Do we have a problem? Hypothesize: what factors do we believe are impacting resignations? Test: is there a relationship? Yes, then understand… Common approaches: Turnover rate Turnover by organization Voluntary turnover
  35. 35. Page 35 UNDERSTAND 35
  36. 36. Page 36 HYPOTHESIZE 36
  37. 37. Page 37 TEST - IS IT COMPENSATION? 37
  38. 38. Page 38 TEST – IS IT CAREER DEVELOPMENT? 38
  39. 39. Page 39 WHY THEN? 39
  40. 40. Page 40 Align  Seek convergence, not consensus. The goal is to make decisions and actions happen. Own the process for decisions. The secret: Planning 3. GET CONVERGENCE AND ALIGNMENT 40
  41. 41. Page 41 WORKFORCE ANALYTICS AND PLANNING
  42. 42. Page 42 THE PURPOSE OF WORKFORCE PLANNING The purpose of workforce planning is to allocate the right people to the right position at the right time. The activity of workforce planning is therefore the set of choices about where to allocate people and how to be able to measure the effect of those choices.
  43. 43. Page 43 BAD PLANNING 43 GOOD PLANNING
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  46. 46. Page 46 Re-Cap & Question Time
  47. 47. Page 47 Practice thinking and acting strategically  End in mind, big picture, divergent, critically, aligning You must own the connection of how people impact the business strategy  Understand the customer and competition to understand the business Use Analytics to be a great big-picture, critical thinker  Understand, hypothesize, test, repeat Use Planning to own the process to decisions and action  Collaborative, regular, consistent RE-CAP
  48. 48. Page 48 Dave Weisbeck dave.weisbeck@visiercorp.com www.visier.com Q&A
  49. 49. #WFwebinar • Also please fill out the event evaluation. • Please take this time to submit your Questions.
  50. 50. #WFwebinar Join our next Webinar! Market Pricing Basics Wednesday May 21, 2014 Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for all upcoming Workforce Webinars at www.Workforce.com/webinars

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