Here are a few ways to get the CEO's attention: 1. Develop compelling metrics that demonstrate HR's impact on business outcomes such as productivity, quality, costs, etc. Present these metrics in an easy to understand dashboard format. 2. Conduct business case analyses showing the ROI of strategic HR initiatives. Include both quantitative and qualitative benefits. 3. Conduct workforce analysis and planning that identifies current and future talent gaps that could impact business goals. Present actionable recommendations. 4. Track and report on key people metrics like vacancy rates, time to fill positions, turnover rates. Benchmark against industry. 5. Administer periodic employee opinion surveys and share key findings and action plans with senior leaders. The goal

1. CEO/CHRO Partnerships
Paving the Way with Commitment
Presented by Jill Schwieters
June 29, 2009

2. Welcome & Introduction
Jill Schwieters
Executive Vice President ‐ Pinstripe Healthcare
As the leader of the Pinstripe Healthcare team, Jill works with healthcare
organizations across the country to design, implement and manage talent
acquisition and management solutions for their workforce planning needs. Over the
past two years, Jill has worked to develop Pinstripe into a strategic and forward
thinking partner in the healthcare space.
Having served as a member of the executive team for two major healthcare systems,
Jill understands that human resource executives need to work in partnership with
operational leaders to deliver the workforce solutions demanded by the competitive
healthcare market. Her insider expertise along with her team provide real time and
efficient solutions based on the unique needs of Healthcare Executives and their
organizations.
A graduate of the University of Wisconsin with a degree in Industrial Psychology and
a Masters in Management from Cardinal Stritch University, Jill is a frequent speaker
at healthcare and human resources events and Jill recognized nationally as an
expert in recruiting, talent management and utilization.
2

3. Agenda
Human Resources Needs
to Lead the Change
• What is a Great Partnership? As the primary supporter of an
organizations Human Capital,
• Understanding the CHRO and CEO role Human Resources Departments
must manage the constant
• CEO Priorities and Challenges organizational challenges and
evolve accordingly.
• Senior Leadership Alignment ‐ Saratoga Institute
• Building Strategic HR
• Partnering With the CEO
• Put Your CEO to Work for You
3

4. Match these Partners
A. 1.
B. 2.
C. 3.
4

5. What is a Great Partnership?
• Collaborative relationship where
two parties work together to
achieve mutually understood and
agreed upon goals.
• Often individuals bring to the
relationship:
– Unique and complimentary
competencies
– Common vision and passion for the
work
– An understanding of roles and
accountabilities
– Trusting and open relationship
5

6. Partnership thoughts…
In the past a leader was a boss. Today’s leaders must be partners
with their people.. they no longer can lead solely based on
positional power.
Ken Blanchard
6

7. Great Partnerships
“Gates & Ballmer”
7

8. Competence and Expectations
8

9. CHRO Framework –
Knowing your Role as CHRO
Deloitte, 2005
9

10. The CHRO Framework Focuses on the
Primary Executive
Roles of the CHRO:
• Workforce Strategist
– Craft the business strategies that make sense in light of global labor
trends, available talent and next generation leadership
• Organizational and Performance Conductor
– Navigate work style options ‐ diversity, telecommuting, job‐sharing,
virtual workers
– Act as change master, organization structure architect and innovation
coach
• Service Delivery Owner
– Juggle a mix of in‐house and external service providers to seamlessly
integrate and deliver employee and HR services as a cohesive whole
• Compliance and Governance Regulator
– In an era rocked by scandal, CHRO’s work directly with the board of
directors to address management, compliance, ethics and integrity
issues.
10

11. Understanding the Role of the CEO
CEO
11

12. What CEOs are thinking
about…
Source: The Global Conference Board - HR Magazine – January 2008
12

13. CEO’s Top 5 Challenges Overall
2007
Excellence in execution 38.4%
Sustained and steady top‐line growth 36.8%
Consistent execution of strategy by top management 31.8%
Profit growth 28.4%
Finding qualified managerial talent 27.2%
2006
Sustained and steady top‐line growth 37.5%
Profit growth 36.1%
Consistent execution of strategy by top management 33.4%
Speed, flexibility, adaptability to change 33.1%
Customer loyalty/retention 29.4%
Source: The Global Conference Board ‐ HR Magazine – January 2008
13

14. CEO’s Top 5 Challenges Overall in this new
Era we live in today…
December 2008
Excellence in Execution 48%
Consistent execution of strategy by top management 47%
Speed, flexibility, adaptability to change 46.7%
Global Economic performance 44.6%
Financial risk including liquidity, volatility & credit risk 43.8%
Source: The Global Conference Board ‐2008 Financial Crisis Edition
14

15. What CEOs are Thinking About…
Excellence in Execution
15

16. What CEOs are Thinking About…
Consistent Execution of
Strategy by Top
Management
16

17. What CEOs are Thinking About…
Speed, Flexibility,
Adaptability to change
17

18. What are CEOS thinking about…
Global Economic Performance
18

19. What CEOs are Thinking About…
Financial Risk, Volatility
and Credit Risk
19

20. Hospital & Healthcare System CEOs
• A total of 52 CEOs took the survey
• Survey was conducted in December of 2008
• All were CEOs of a hospital and/or a hospital system
• On average, each CEO is responsible for 4.5 hospitals
• On average, each CEO operates 734 staffed beds
• Their hospitals were located in 23 different states
2009 Institute of Healthcare Executives
CEO Survey
20

21. How much, if any, have you cut your
hospital/system 2009 capital budgets?
While 29% of hospitals have initiated no capital
budget cuts, 47% have cut capital budgets by >20%
21

22. Have you seen a decrease in
volumes/procedures?
On average, Hospitals have an experienced a 2.1%
slippage in patient volume
22

23. What Cost Cutting Measures are you
taking?
23

24. Are CEOs and CHRO
aligned on people
challenges and
priorities…?
Source: “Aligned at the Top” – Deloitte 2007
24

25. Senior Business Executives Describe the
Overall State of Their Organizations
Management of People
Source: “Aligned at the Top” – Deloitte 2007
25

26. 85% said that people are vital to every
aspect of their company’s performance
and 54% considered extremely vital
Source: “Aligned at the Top” – Deloitte 2007
26

27. 60% of business executives consider people issues
“very significant” or “highly significant” to
strategic decision making and expected to reach
90% in three to five years.
Source: “Aligned at the Top” – Deloitte 2007
27

28. Only 25% of senior business executives
feel HR plays a crucial role in the strategy
formation and operational success
Source: “Aligned at the Top” – Deloitte 2007
28

29. Competence and Expectations
29

30. HR leaders need to be aware of the critical issues
today and how they are impacting their business…
• The Economy
– The unemployment rate has risen to 9.4%, and is expected to
rise over 10%
– 14.5 Million unemployed
– Payrolls fell 345,000 in May
– Healthcare increased by 24,000 in May
• Change in National Leadership
– What policy changes have and will occur and how will in
impact your organization?
– How will healthcare reform impact you?
30

31. HR leaders need to be aware of the critical
issues today and how they are impacting
their business…
• Workforce Shortages
– 2010, 79 million Baby Boomers will start to leave the
workforce
– About 60 percent of the jobs that must be filled now
are occupied by Baby Boomers that will need to be
replaced
– Demand for Healthcare will increase as population ages
– Finding the “Best Talent” is harder than ever
– Competition for the “Right Talent”
31

32. The Need for Human
Resources to be Strategic
and Part of the Solution is
Clear…
32

33. The Need for Human Resources to be
Strategic and Part of the Solution is Clear….
Five case studies conducted in firms known to be leaders in the
management of people, drew three broad conclusions:
1. The foundation of a value–added HR function is a business strategy that relies on people
as a source of competitive advantage and a management culture that embraces the belief;
2. A value‐added HR function will be characterized by operational excellence, a focus on
client service for individual employees and managers, and delivery of these service at the
lowest possible cost; and
3. A value‐added HR function requires HR managers that understand the human capital
implications of business problems and can access or modify the HR system to solve those
problems.
Source: “Conclusions on Value-Added HR “- Brian Becker & Mark Huselid
33

34. Since 1990s – Human Resource
Accomplishments
• Accomplishments • Outcomes
– Implemented Shared Service – Improved Quality
Centers
– Reduced Costs
– Employee and Manager Self
– Higher Efficiency
Service
– Integrated HR Management
Systems
– Centers of Excellence
Source : Deloitte 2007
34

35. Since 1990s – Human Resources Did Not
Accomplish
Redefine the department’s
mission or role in the
organization
35

36. How do I Transform HR
to Strategic HR?
36

37. Being the Strategic Advisor
to the
CEO and Building a
Partnership…
37

38. Great Advisors
38

39. CEO Readiness
• The CEO’s executive team includes a senior HR executive
• A Human Resources section appears in the organizations strategic plan
• The CEO forwards you recent articles related to workforce challenges, industry
best practices and is in tune to the “people issues” of the business
• Human Resources is included in operational planning and executive meetings
• Expects other senior leaders to understand and own the talent implications of
their business
• Understands and expects more from HR than administrative and tactical work
• Seeks advice on leadership issues and other talent challenges the organization
is faced with
39

40. HR Readiness
• HR Management Team Assessment
• HR practices, policies and systems
• HR Strategic Alignment
• HR Costs vs Organizational HR Costs
• New HR competencies
• Business & Financial Acumen
• Holistic approach to HR & Talent
Management
• Executive Accountability
40

41. How Do I Get the CEO’s Attention?
• Create the Compelling Case – There’s
nothing like the numbers!
• HR Dashboards
• Business Case Analysis and Total ROI details
– Workforce Analysis Planning
– Vacancy & Turnover Metrics
– Employee Opinion Results
– Retention Metrics
– Recruitment Metrics
– Engagement Levels
• All HR work needs to be elevated to the
same level as business unit investment
analysis
41

42. Put the CEO to Work for You!
It’s YOUR job to build the relationship,
gain their trust and confidence and
perform, once you do that the CEO will
work for you…here’s how:
• Do your homework
• Get to know him/her
• Learn what their hot buttons are – good & bad
• Stay above the “fray”
• Use the CEO the right way
• Provide routine data drive updates related to HR
business issues
• Offer recommendations and solutions to issues
42

43. Breakout Questions
At your table discuss:
• What are you currently doing to get your CEO’s attention/support
that works?
• What other things do you think you could be doing?
• Prioritize and report back to group
43

44. In Summary
• Partnerships = understanding your role
and the role of the CEO
• Know what keeps CEO awake at night
and what their priorities are
• Understanding the impacts on your
organization
• Design a Strategic HR function to
support the “steward” as well as
“strategist” needs of the HR function
• Learn how to and when to use your CEO
• Offer solutions
44

45. Thank you for your time and
attention.
Jill Schwieters
45

46. Pinstripe specializes in Healthcare Talent Management.
Pinstripe designs, builds, and manages high performing,
talent acquisition and management solutions that help
organizations win the war for talent and create
sustainable competitive advantage.
46

47. Thank you.
Visit us at www.pinstripetalent.com,
www.pinstripehealthcare.com or call 877‐797‐3379