Richard Cowley on HR Transformation

Don’t blow up HR,
transform it

Richard Cowley
Richard Cowley Richard Cowley
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Richard Cowley @cowleyrich | WorkAmmo @workammo | workammo.com

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Opportunity Capability Result
The Core Deliverable

Opportunity Capability Result

Opportunity
Innovation
Skill
Development
IP Protection
Manufacturing
Result

Lead achievement
of opportunities
HR are capable
and Believe
Leaders believe in
HR contribution
ACCELERANTSDECELERANTS
Don’t lead
achievement of
opportunities
Leaders have
negative belief in
HR contribution
HR are not capable
and do not believe

Leaders view of HR Organisation’s Performance - global perception >
not meeting expectation > little progress over two years - 64% rate us
underperforming to adequate > not complicated = plan!

Leaders view of HR Capability = global perception > not capable >
generally weak to adequate > not complicated = plan!

India Deloitte Leadership Survey - Capability Gaps Vs. Readiness

Four Rooms Of Change

Accelerants
Accelerated HR Velocity =
contribution ahead of
Context and Expectation
Decelerants

• Can’t contribute to discussion about
organisation opportunities/KPI’s
• Can’t facilitate business opportunity
discussion
• No model, templates, tools
• Leader requests you contribute
/facilitate organisation opportunity
and KPI discussion
• Coach/Facilitator vs. Trainer
• Model (OGSM), templates, tools
• Adapt to context
Organisation
Opportunities

Facilitate To Affiliate

• Unable to translate Opportunities into
organisation capability
• Unable to facilitate leaders to identify
team/individual capability
• No templates and resources
• No benchmarks
Organisation
Capability
• Lead delivery of organisation
capability maturity plans
• Coach/Facilitate leaders to deliver
team/individual
• Benchmarks, market data
• Templates and resources

OGSM Maturity
1
Maturity
3
Maturity
5

• Status Quo versus context driven
• Not lead HR Processes assertively
• Not learn/apply model/templates
• Change House: Content/Denial
• Techno-Socio-phobia-Jnr! Human Resource
Organisation
• Lead HR Organisation development
• Analytics to drive business decisions
• Drive leadership, HR & team clarity
• Leader & HR process capability
• Value Techno-Socio contribution

Example: Lead HR Organisation With Clarity
Policy/
Planning
Business
Partnering
Administration
10%
30%
60%
Traditional HR Model
Policy/
Planning
Business
Partnering
20%
60%
20%
Ulrich HR Model
Outsourced
Activities
Administration
Employee and
Manager Self
Transformation

Cowley HR Model
Administration
& Transaction
Build, Borrow, Buy
100%
Opportunity
Capability
HR Processes
Engagement
Legal
BBB
100%
Transformation
Manager To Leader

To the core, care about people
Nurse

Care, Diagnose, Apply, Pulse
Doctor

• Don’t understand the key levers/KPIs
that deliver organisation performance
• Believe PM process begins in Q1
• System driving retro behaviours
• Comp weak connect to PM Performance
Leadership
organisation/team/individual
performance objectives/KPIs
• Collaborate with leaders to
translate data into aligned plans
• Comp stronger connect to PL

Example Decelerator: Non value added PM
Jan 2015 - Distribute
• Send out PR’s to
Leaders/return date
• Assign %age
increment using CR
• Chase weekly
Feb - Approve
• Collate PR’s
• Org View
• Approve
Mar - Advise
• % Increment
• Bonus

Oct 2014 - Align
• Facilitate functional
alignment of
performance KPIs
against
opportunities/OGSM
• KPI/Capability/contrib
ution driven versus CR
increment
Jan – Align &
Targets
• Opportunity
Alignment
• Align team &
individual
objectives
Mar –
Advise
Reward to
reinforce
and
redirect
Alignment To Drive Assignment

Example Tata Steel –
organisational OGSM
alignment to drive
individual assignment

• Don’t lead HCP/strategic workforce sessions
• Alternative solutions to manage fixed cost –
build, borrow, buy – language
• No KPI leadership
• Delegated to Jnr HR
• Techno-Socio-phobia
Recruitment
Leadership
organisation HCP/workforce plans
• Proactively contribute workforce
data = informed decision making
• Proactive KPI leadership
• Entry level is future
• Techno-Socio savvy

Long Term
Contractor
Short Term
Contractor
Long Term
Outsource
Short Term
Outsource
Freelancer
Temp Project Seasonal Intern Volunteer
Full-Time Part-Time Graduate Apprentice VolunteerPermanent
Temporary
Contract
Build, Borrow, Buy – 3Bs

20-60% Resource Allocation
Talent Hiring to Talent Acquiring

Low Cost – ? Productivity
?
Company
Site
Referral
Right Activity To Drive Productivity
Medium Cost - ? Productivity
Social
Recruiting
Manpower
Agency
Job Posting
Newspapers
High Cost - ? Productivity
Search Firms Headhunter

• Lack investment on individual capability
• Send out LDP plan and no follow up OR hope
the Leaders deliver
• Lack of communicated approach and details
of how delivered
• Lack clarity on learning options
• Not EEE options
Learning
Organisation
• Coach/Facilitate leaders to
complete robust org learning plans
• Communicate structure and keep to
commitments
• Allocate 30-50% of time
• Develop/seek EEE resources
Leadership/Talent priorities

LDP
%age
Explain How and
provide structure
70 Experience
20 Relationship
10 Education
ILDP
Aligned with
OGSM/Capability
Plan
OLDP
Resources
Build Belief To Stop Grief

Coaching &
Feedback
Increased
Responsibility
Modelling Market Visit Counselling
Work
Experience
Promotion Mentor Own Studies Knowledge
Sharing
Job Rotation Project Seminars Represent Shadow
Trainee Trainer Exhibitions Membership Broadening
Training Involvement Conferences Successes &
Failures
Study Visit
Adoption Of Options

• Ad hoc talent development programs
and plans, not linked to organisations
opportunities and capability
• Minimal focus on experiences
• Secret plans
Talent
Development
• Deliberate programs and plans
aligned to organisation
opportunities and capability
• Capability, experience related comp
• Transparent plans to empower and
engage, assess motivation

• No fixed cost leadership, not just
share numbers but understand ratio
• Strategy not linked to Opportunities
Expat reward, short term assignments
Reward
Leadership
• Assertive communication of numbers
and plan to manage 6% salary
increment and no price increase!
• Strategy aligned to opportunities,
e.g. short term assignments

• Employment Engagement surveys
that we can’t impact
• Once a year
• Disconnected leadership
Employee
Engagement
• Focus on Capability, L&D, PL, Talent
Management
• Build leadership - capability around
Coaching and Feedback

Lead achievement
of opportunities
Leaders believe in
HR contribution
HR Capable and
Believe
ACCELERANTS
Don’t lead
achievement of
opportunities
Leaders have
negative belief in
HR contribution
HR are not capable
and do not believe
DECELERANTS HR Organisation’s
Performance
Good
2150%
Excellent
315%
HR Capability Aligned
with Business
Good
4660%
Excellent
1220%
Weak
4120%

HR Agenda
Leadership
Alignment

THANK YOU
Richard Cowley, Founder

Richard Cowley on HR Transformation

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