HR Competencies for Managing Paradoxes Transformation

HR Competencies for managing
Paradoxes and Transformation

Sudhir V Sohoni
Founder Director
Purple HR Consulting Private Limited
592/593 Clover Water Gardens
Kalyani Nagar
Pune 411 006
India
Cell: +919823010099 Landline: 020-40044880
020-
sudhirsohoni@purplehrconsulting.com www.purplehrconsulting.com

http://pune.nationalhrd.org Speaker Series | Copyright NHRD Pune Chapter

Overall Goals
Think…..
What’s next for HR?
How can an organization add value to customers,
investors, managers, and employees?
How can HR help?

Behave…..
Be able to do something that makes a difference in
business results

Have fun!

http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter

Source of ideas
Leadership

Human Resources


Outline for the day
Context
What’s happening in business that changes the game for HR?:

The nature of value
Value of HR for: employees, line managers, customers, investors, communities

HR paradoxes (How to do HR)
Philosophy for HR work
Accountability for HR work
Referent for HR work
Strategic focus for HR work
Application for HR work
Connection for HR work
Geographic focus for HR work
Responsiveness for HR work
Control for HR work
Measures for HR work

Transformation of HR


Overview

New business realities
HR must create value

How to THINK about HR How to DO (TRANSFORM HR)
Managing paradoxes HR practices
Inside/out HR department
Individual/organization HR people
HR/line

Implications
What I do?
What we do?


Context

Technology
Connectivity: always connected G
Accessibility: no boundaries L
Ambiguity: uncertain future O
B
Industry / economic trends A
Transparency: open book management L
Adaptability: the need to change I
Intensity: market conditions Z
Convergency: overlap of industries
A
T
Demographics I
Mobility: movement of talent globally
O
Diversity: globalization of work force
N
Spirituality: a need for trust and values


Fundamental Message:
Value is defined by the receiver more than the giver


Fundamental Message:
Value is defined by the receiver more than the giver

Human Resources Line Management

What we do? What you do?
Actions/behaviors Actions/behaviors

What we want? What you do?
(values, beliefs, goals) (values, beliefs, goals)


HR and Value

If we have better HR,
What happens?


HR and Value

Investor

Customer Community

Employee
Line Manager
Today / tomorrow


HR Measurement Stakeholders

Stakeholder HR is effective Possible stakeholder measures
if… for HR
Investor It helps create Keep promises
intangible value Have strategy for growth
Ensure core competencies
Build organization capabilities
Customer It helps create Revenue from targeted customers
customer share Relationship with targeted customers
Community It helps build brand Firm’s brand image in community
image Degree of social responsibility
Line Manager It helps deliver Organization capabilities in place
strategies Strategies executed
Retention
Employee It helps build Competence of employees
employees Commitment of key employees
Contribution of employees


Summary: Why HR creates value

Think of your interactions with senior line managers.
Why do they invite you in?

How can you build a case that HR will create value for
Employees
Line managers
Customers
Investors
Community

How do you make HR their issue, not yours

Change the conversation….


The nature of paradox

Paradox….
Avoids either/or answers and replaces them with and/also

Challenges complex thinking
Sequencing (A, then B, then C)
Dividing (A vs. B vs. C)
Dialoguing (seeing alternative)
Leveraging

Responds to the complex world we live in


HR legacy paradoxes

HR legacy paradoxes….
Set terms and conditions of work and care about employees

Be administrative and strategic

Focus on what we do and what we deliver

Be short term and long term

Etc.


Paradoxes to make HR happen
Overview of paradoxes

Paradox Anchor Vs. Anchor
Philosophy Inside Outside

Accountability HR Line

Target Individual Organizational

Application Transaction Transformation

Connection Integrated Aligned

Responsiveness Stable Change

People focus Equality Equity

Connection Touch Technology



Paradox: Philosophy for HR work

2 4
Internal

1 3

External



Paradox: Accountable for HR work

2 4
HR Professionals

1 3

Line Managers



Paradox: Target for HR work

2 4
Individual ability

1 3

Organization capability


Assessment of where we are

Paradox Anchor Vs. Anchor
Philosophy Inside C B A 0 +1 +2 +3 Outside

Accountability HR C B A 0 +1 +2 +3 Line

Target Individual C B A 0 +1 +2 +3 Organizational

Application Transaction C B A 0 +1 +2 +3 Transformation

Connection Integrated C B A 0 +1 +2 +3 Aligned

Responsiveness Stable C B A 0 +1 +2 +3 Change

People focus Equality C B A 0 +1 +2 +3 Equity

Connection Touch C B A 0 +1 +2 +3 Technology


How to transform HR
Transformation of HR: Overview
HR Professionals:
What competencies must
HR professionals demonstrate

HR’s
Fundamental challenge:
Value to key stakeholders

HR Practices HR Department
How can I align, integrate, and How do we organize to
Innovate our HR practices? deliver work?


HR Practices
HR Practices: How can I align, integrate, and Innovate our HR practices?

Performance Set standards
Buy Bounce Ensure consequences
Build Bound financial
Borrow Bind non financial
Do feedback

People HR Communication
Practices
Build communication plan
Top down
Restructure organization Bottom up
Reengineer work process Inside out
Manage teams
Architect physical setting Work Outside in
Side to side


HR Practices
HR Practices: How can I align, integrate, and Innovate our HR practices?

Align Integrate Innovate

People

Performance

Information

Work


How to be a Business Partner
How HR creates value:
HR Function or governance

Run the HR function as if it is a business within a business

Strategy: what is our vision, mission, and value proposition?

Structure: how do we organize resources to deliver our mission?

Transaction work
Service centers / e-HR / outsourcing

Transformation work
Centers of expertise
Embedded HR
Operational HR
Corporate HR


HR Department: Split into 2 parts

HR work: first transaction, then transformation

TRANSACTION TRANSFORMATION

Better, faster, cheaper Accessibility/access
Rationalize: remove redundancies Customization
Standardize: on core processes Flexibility
Optimize: reduce costs and Simplicity
upgrade legacy systems Connectivity
Globalize: one standard Adaptability
worldwide


HR Department
Align our HR organization
Corporate
Centers Of Expertise
Embedded HR: Line Manager
Generalist /Client
Partner
People
Relationship Manager

Performance Project
Team

Information

Operational HR
Work

HR Transaction Employees


HR Department: Corporate
Corporate
A small dedicated group of senior HR executives who focus on:

Top management : paying attention to unique HR requirements of top
management

Corporate initiatives : crafting HR policies that affect the overall
organization and shape CEO’s agenda

Integration and oversight : leading the HR function by managing careers
and disputes

Corporate brand : representing the firm to key stakeholders with a
consistent culture face and identity

Develop HR professionals


HR Department: Centers of Expertise
Centers of Expertise
Specialists who have unique insights and great depth in HR practice areas
around people (staffing, training), performance (rewards), communication, and
organization (organization development, labor)

Create and control a menu of choices

Provide specialist expertise on targeted problems

Push to businesses corporate wide challenges

Be pulled into business to provide specialist expertise on targeted problems

Share learning from one business to another

Connect with external thought leaders


HR Department: Embedded HR
Embedded HR
HR business partners who work on the business
Management team and participate in business discussions

Perform talent and organization diagnosis to align with and drive strategy

Be a strategic architect in shaping strategy

Coach the business leader and other team members

Help make strategy and change happen

Measure and track quality of HR work in the business


HR Department: Shared Services
Shared Services
Technically focused HR professionals who process HR administrative
requirements with high efficiency

Build administrative systems to process information

Ensure responsive, cost efficient, consistent, and accurate services

Leverage technology to deliver services

Share information to other members of the HR community


HR Department: Assuring HR
Professionalism (action, roles, & competencies)

Talent Culture
Mgr &
Strategy
Organization Org Change
Architect
Designer Steward
Capabilities

Operatio
Business
nal
Ally
Executor
Systems &
Processes
Credible
Activist

Relationships

HR
Professionalism


How to transform HR : Competencies 2007

Credible Activist Talent Manager / Org Designer
Delivering results with integrity Ensuring today’s and tomorrow’s talent
Sharing information Developing talent
Building relationships of trust Shaping organization and communication
Doing HR with an attitude Fostering communication
Designing rewards systems ++

Culture and Change Steward Operational Executor
Facilitating change Implementing workplace policies
Valuing culture Advancing HR technology
Crafting culture
Personalizing culture

Strategy Architect Business Ally
Sustaining strategic agility Interpreting social context
Engaging customers ++ Serving the value proposition
Articulating the value proposition
Leveraging business technology


HR Professionals : HR roles & competencies 2007

Dependent Variable:
Overall, compared with other Human Resource professionals whom you have
known, how do you compare?
NOTE: scores are scaled to 100 points based on R2
All HR HR Non HR
Respondents Participants Associates Associates
Credible Activist 24% 23% 24% 23%
Culture and Change Steward 20% 19% 20% 20%
Talent Mgr / Org Designer 20% 23% 19% 19%
Strategy Architect 17% 17% 17% 16%
Operational Executor 9% 7% 9% 11%
Business Ally 11% 10% 11% 10%


HR Professionals : HR roles & competencies 2007

Dependent Variable:
Average of the following 4 business measures:
Meeting customer requirements Being competitive
Meeting owner / shareholder requirements Financial management

All HR Non HR
Respondents Associates Associates
Credible Activist 22% 22% 19%
Culture and Change Steward 20% 18% 19%
Talent Mgr / Org Designer 19% 15% 17%
Strategy Architect 12% 17% 18%
Operational Executor 13% 12% 13%
Business Ally 13% 15% 14%


Personal worksheet on my HR competencies

Domain Data Do Develop
What do we have What does the What do I need to How can I improve
to be good at? data say? know and/or do to in this area?
make this happen?

Credible Activist

Culture and
Change Steward

Strategy Architect

Talent Manager /
Org. Design

Operational
Executor
Business Ally


Credible Activist Factors: things you should be able to do

Factor Action Items
Delivering Focus on meeting pre-negotiated or pre-stated commitments.
results with Strive to be error free.
integrity Ask important questions that help to frame complex ideas in useful ways.
Achieve results without violating moral principles or compromising on
ethics and values.
Take responsibility for actions and their consequences.

Sharing Figure out key information to share
information Learn to share both why and what
Build a communication plan


Credible Activist Factors: things you should be able to do

Factor Action Items
Building From John Gottman and Nan Silver (Seven Principles for Making Marriage Work)
relationships Enhance love maps/know yourself and other
of trust Nurture fondness/admiration; express appreciation
Turn to each other, not away; build emotional bank account
Let partner influence you; yield, involve
Solve solvable problems
Overcome gridlock; dream together
Create shared meaning

Doing HR Taking appropriate risks, both personally and for the organization.
with attitude Providing candid observations. HR professionals have a unique and needed
point of view.
Influencing others.
Not waiting for problems to find you. Anticipating problems increases your
credibility and puts you in the role to help the business devise innovative
solutions.


Credible Activist : development efforts

Factor Action Items
Delivering Create HR measures that track both the output of HR and the means of generating the output.
Apply Six Sigma quality standards and processes to improve the accuracy of all HR activities
results with and practices.
integrity Ensure that line management clearly understands and accepts HR standards, receive
feedback from internal clients about the extent to which standards are achieved, and make
appropriate improvements.
Practice drawing visual images of complex problems that clarify key issues.
Lead an HR or management team in a discussion on ethical issues. Include a clarification of
the company’s ethical parameters and a definition of the processes that will be used to ensure
compliance.
Examine your HR practices from the standpoint of unanticipated consequences. Do any of
your HR practices such as measurements, rewards and promotions inadvertently encourage
employees to perform in ways that might result in violation of the firm’s ethical parameters?

Sharing Make a presentation to a major conference on an HR activity in your company. Also arrange
to present the topic to an internal audience.
information Write an article about a major business issue for publication in an internal or external
magazine, newspaper, or journal.
Have some of your written material critiqued by a writing coach or English instructor from a
local college or university.
Arrange to speak in an in-house training program. Request that the speaker evaluation from
include a section for feedback on verbal communication issues you have greatest interest in
improving.
When listening to effective speakers in any forum, take notes about the content of the
message and the speaking techniques they use to get their messages across.


Credible Activist : development efforts

Factor Action Items
Building Elicit feedback from colleagues on your interpersonal skills. Act on the feedback.
Don’t be defensive. Translate the feedback into simple and focused action.
relationships Avoid using the word “I” for an entire day.
of trust Practice non judgmental empathizing with family members or close friends.
Diagnose the root cause behind an interpersonal problem that you have with an
associate at work. Determine what needs to be done to establish a more
effective relationship and take action.
Defuse an interpersonal problem between colleagues that is causing a
productivity or performance problem.

Doing HR Examine your HR practices from the standpoint of unanticipated consequences.
Do any of your HR practices, such as measurements, rewards, or promotions,
with attitude inadvertently encourage people to perform in ways that might result in violation
of the firm’s ethical parameters?
Honestly evaluate your willingness to express opinions and ideas in staff
meetings in or other forums. If you have a tendency to be quiet or hesitant in
these meetings, make a goal to remedy the situation.
Find something that is within your power to fix and fix it. Don’t let your actions or
inactions fall subject to co-worker approval.


Operational Executor Factors

Factor Sample Items
Implementing workplace Labor legislation
policies Manage the arrangement of physical space and
workplace environment
Design flexible work schedules

Advancing HR Leverage information technology for HR
technology practices
Use technology to facilitate organizational
transformation
Leverage HR information systems to make
better decisions


Operational Executor Factors:
things you should be able to do

Factor Action Items
Implementing Managing labor policies and procedures
workplace Understanding labor legislation in the industry in which your
policies business operates, including the legal rights of the people at work
Managing the arrangement of physical space and workplace
environment
Designing flexible work schedules that fulfill the needs of the
business while accommodating the needs of individual employees.

Advancing HR Understand the latest technology trends in HR
technology Learn to use the appropriate technology vendor
Find ways to use HR technology to process information for improve
HR decision making


Operational Executor Factors: how to improve

Factor Action Items
Implementing Visit with local companies that have established effective working relationships with their
unions and make a presentation to manage about what you learn.
workplace Conduct an informal survey of employees to discover how the company could help them
policies better meet their non-work demands.
Create an on-line bulletin board or blog where people can share ideas for achieving more
satisfying work schedules.
Apply Six Sigma quality standards and processes to improve the accuracy of all HR
activities and practices.
Compare your company’s position on key legal issues to those of your competitors.
Interviews two on-staff attorneys to identify the major legal threats that potentially face your
company. What are the major issues? What is the likely outcome?

Advancing HR Work on a team to design an online competency evaluation process.
Draw a graphic representation of the flow of major HR information in your HR department
technology and identify the points at which HR technology might be more effectively utilized.
Identify how to leverage 360-degree feedback more effectively through online follow up.
Determine which critical competencies within HR can be best taught through online
technology, which are taught best on the job, and which are best taught in a classroom
setting.
Determine how your employee recruitment process might be redesigned to use less paper,
replacing it with electronic tools.
Experiment on employee portals from other companies.


Business Ally Factors

Factor Sample Items
Serving the value chain Competitor analysis
Managing customer relationships
Requirements of external customers

Interpreting social Globalization of business
External Political environment
context Design of work processes
Demographic trends that influence your business

Articulating the value Knowing how your business makes money
Financial statements (balance sheet, income statement)
proposition Requirements of shareholders and owners

Leveraging business Computer information systems
Production or manufacturing processes
technology Research & Development
E-Commerce


Business Ally Factors:
things you should know and be able to do

Factor Action Items
Serving the value Competitor analysis
Knowing the requirements of external customers.
chain Understanding supplier relationships

Interpreting social Identifying the globalization of business and its implications.
Grasping the external political environment.
context Being able to clarify social issues that may impact their industry.
Recognizing the demographic trends that influence their business.
Understanding government regulation and how HR practices are affected by this
regulation.

Articulating the value Know how your company creates wealth
Define the key wealth creating positions within the company
proposition Know the financial requirements of the firm

Leveraging business New emerging technologies.
E-commerce.
technology Production and manufacturing processes.
Design of work processes.
Computer information systems.


Business Ally Factors:
things you should know and be able to do

Business Literacy Test

Who is our largest competitor and why do people buy from them?
What is our stock price?
What is our P/E ratio?
What was the profit and revenue of our division / company last year?
Who sits on the board of directors?
What is our market share?
Is our market segment growing or shrinking?
What are the emerging technology trends facing our industry?
What are the top 2 or 3 priorities for our business leaders this year?
Who is our largest customer and why do they buy from us?
What social and political trends might be disruptive to our industry?


Business Ally Factors: how to improve

Factor Action Items
Serving the value Interview leading thinkers from each component of the value chain.
Lead a focus group whose task is to identify common interests and agendas
chain that might improve quality, reduce costs or time, or create more effective
processes, products, or services.
Develop a process for identifying and transferring internal best practices across
departments or businesses within your company.
Identify which aspect of the value chain your company is most critical with respect
to its wealth-creating abilities, and establish a study plan for becoming more
knowledgeable in that area.
Conduct a competitive study that includes a value chain analysis of your major
competitors. On which aspects of the value chain does your company outperform
your competitors and vice versa? On which aspects of the value chain is it most
important for your company to outperform the competition?

Interpreting social Search the internet for Dr. Geert Hofstede and his cultural assessments.
Research cultures where you currently do (or will do) business in the near future.
context Prepare a three-page memo on the context of the industry and culture in which
your business primarily operates. Take into account all stakeholders: investors,
customers, communities, employees, and line managers.
Prepare a presentation on the demographic trends that will affect how your
department crafts HR practices within your business.


Business Ally Factors: how to improve

Factor Action Items
Articulating the Interview an investment analyst who is a specialist in your company’s industry about
the factors that constitute wealth creation in your industry.
value proposition Be involved in a task to determine the outsourcing criteria for your company and the
activities of your firm that should be outsourced.
Lead a discussion with a diagonal cross section of informed people in your company
on the topic wealth-creation activities. Determine what percentage of your
employees create 90% of the wealth and what they do.
Work with your company’s investment officer to identify the buy, hold, or sell criteria
of some of your dominant shareholders.
Lead a task force that identifies the ethical principles of your firm. Discuss how to
enhance the firm’s ethical behavior and how to communicate its ethical position to
the financial community.

Leveraging Brainstorm ways to improve the current IT systems so that they better serve your
customers.
business Evaluate your business’s current use of technology. Benchmark your competitors
technology to determine whether improvements can be made.
Assess what changes will need to be made to current people, systems and
processes in order to implement.
Educate yourself on current developments in the information technology field.
Develop a cost/benefit analysis for a proposed technological improvement within
your company.


Strategy Architect Factors

Factor Sample Items
Sustaining strategic Help establish the business strategy
agility
Have a vision of the future for your business

Translate business strategy into annual business
initiatives

Engaging customers Facilitate dissemination of customer information

Contribute to building the brand of the company
with customers, shareholders, and employees

Facilitate the integration of different business
functions


Strategy Architect Factors:

Factor Action Items
Sustaining strategic Help clarify the strategy; create strategic clarity; build
agility strategy as story
Align HR practices with desired strategy
Align leadership behaviors with desired strategy
Manage the process of shaping the strategy

Engaging customers Facilitating the dissemination of customer information
throughout the organization.
Contributing to the building of the company’s brand with
customers, shareholders, and employees.
Facilitating the integration of different business functions.
Reducing or eliminating work that ultimately adds little or no
value to the external customer.


Strategy Architect Factors: how to improve
Factor Action Items
Sustaining Serve on a cross-functional team whose task is to identify customer buying habits and
recommend steps to improve market share.
strategic Conduct an industry analysis that includes a detailed plan for increasing the performance of your
agility company relative to the competition.
Work on a future scenario-building team whose task it is to develop a vision for the future of your
company and the industry within which you compete.
Prior to facilitating a decision-making process, develop your own recommendations for each
issue that is likely to be raised.
Develop an HR strategy. Devote the first three pages to a detailed examination of the state of
your company relative to its competitors. Specify the steps that need to be taken to ensure
company success. Base your recommendations on data, not on guesswork.
Work with a not-for-profit on their strategy. Help them figure out how to position themselves in
their market.

Engaging Visit customers directly to elicit feedback about company performance.
Work with the marketing department to involve employees more extensively in market research
customers efforts. Ensure that information gathered through such an effort is used to solve customer
problems and to improve customer-satisfaction indicators.
Work with facilities management to ensure that the physical arrangement of office space or plant
layout facilities optimizes internal communications and reinforces key values and strategies of
the company.
Conduct management team discussions on how to reduce low-value work and replace it with
high-value work.
Act as a customer to use your company’s products or services.
Talk to friends and associates who use your company’s products or services and sense what
they are experiencing.
Look at your HR practices and see the extent to which they reflect customer expectations.


Talent Mgr / Org Designer Factors

Factor Sample Items
Ensuring today’s Assess key talent
Manage workforce diversity
and tomorrow’s Establish standards for required talent
talent
Developing Offer training programs
Design developmental work experiences
Talent Follow up and reinforce personal change

Shaping Organizational design
Help establish reporting relationships
organization Facilitate the design of organizational structure

Fostering Facilitate design of internal communication processes
Work with managers to send clear and consistent messages
communication Develop a comprehensive internal communication strategy and plan

Designing Design non-financial rewards systems
Design performance-based compensation systems
rewards systems Design measurement systems that distinguish high-performing individuals
from low performing individuals


Talent Mgr / Org Designer Factors:

Factor Action Items

Ensuring today’s Define competencies required for the workforce of the future
and tomorrow’s Create an employee value proposition that engages and commits
talent employees
Build a sense of contribution for employees

Developing Identify future skills required for employees to succeed
Talent Build individual development plans that help employees learn
Create organization wide systems to develop employees

Shaping Help define the roles, responsibilities and rules of the successful
organization organization
Identify and improve on work processes
Create workforce policies that help sustain the organization
Do an organization audit



Factor Action Items

Fostering Facilitating and the design of internal communication processes
communication (how information moves into, out of, and through the company).
Working with managers to send clear and consistent messages.
Developing a comprehensive internal communication strategy
and plan.

Designing Design a measurement systems that turns desired outcomes
rewards systems (strategies) into clear measures
Link measures to financial and non financial rewards
Build a process for creating reward systems that have a clear line
of sight between desired outcomes and daily activities


how to improve

Factor Action Items
Practice translating general cultural attributes into specific behaviors. (If someone were flexible, cost
Ensuring conscious, team-focused, creative, or disciplined, what specific and observable behaviors would she/he
today’s and exhibit?).
Be involved in college recruitment with a team of experienced recruiters.
tomorrow’s Work in a volunteer position within an association that requires you to evaluate members for promotions.
Review the talent pipeline of your organization and organize focus groups to help identify what works well
talent and what needs to work more effectively.
Work with a line manager to identify the technical and cultural competencies that he/she may need in the
future. Identify competencies where there is a shortage or surplus, and decide what needs to be done to
correct the situation.
Evaluate your chances for promotion against both technical and cultural criteria.
Participate in the talent review of a unit or team. If the company doesn’t conduct regular talent reviews,
start one. General Electric, Exxon and PepsiCo all offer “best practice” approaches for doing so.

Create inventories of key developmental jobs and experiences. Identify what the incumbents learn from
Developing these experiences, and how such learning prepares them for greater contribution and leadership.
Talent Work with managers to create simple, realistic lists of potential successors to key jobs and roles.
Pay attention to the development of core technical people, not just future executives.
Identify “just-in-time” learning catalysts that can give people the skills and perspectives they need just
prior to taking on new responsibilities. (Example: arrange mentoring by an experienced supervisor for
people who’ve just been promoted to their first supervisory job.)
Identify both the business deliverables and developmental objectives for each job assignment, and coach
managers to hold their people accountable for both.
Keep a list of developmental resources (training consultants, coaches, executive programs, etc.) that
have provided measurable impact in the past.


how to improve

Factor Action Items
Engage your work team in identifying and reducing low-value work.
Shaping Be involved in an organization restructuring task force.
organization Write a critique of a recent organization restructuring. What problems were solved? How might the created problems
be resolved?
Work with a department to create a more effective work process design.
Identify alternative organizational integration processes that will make the organizational whole worth more than the
sum of its parts.
Identify how different units (or companies) review the effectiveness of their organization structure, compare and
identify best practices that can be generalized in the company or implemented.

Compare communications efforts within your industry. What do competitors do better than your company? Indentify
Fostering one improvement you can adapt from each of your best competitors and share it with colleagues/business partners.
communication Develop an internal communication plan that effectively disseminates customer or shareholder information.
Conduct a communication audit of your organization. Evaluate how well information travels up, down, and across the
company. Share your findings with your supervisor.
Evaluate current methods for disseminating information throughout the company, find the weaknesses and propose /
implement a solution.
Streamline/simplify a communication process that has too many steps or too much red tape.
Make a presentation to a conference on an HR activity or issue in your organization. Arrange to repeat the
presentation for an internal audience.
Expand your network to include people from different parts of the organization (or outside the organization) who don’t
usually communicate. This puts you in a “knowledge broker” position, transferring critical information between groups.
Write an article about a major business issue for publication in an internal or external magazine, newspaper, or
journal.
Coach a manager on the design and delivery of a key presentation. Teach basic techniques; critique and offer
feedback.
Volunteer to take the lead on designing the communication strategy for an upcoming organizational change (such as
the implementation of a new policy, system or process).


how to improve

Factor Action Items
Designing Work with a management team to identify behaviors that are critical to your company’s
performance. Formulate these behaviors into an evaluation process.
rewards Identify key opportunities to perform high-value, challenging work and build them into your reward
systems system.
Identify what percent of employees create 90% of the wealth. Interview them concerning what
they desire by way of financial and non-financial rewards. Design customized rewards for those
individuals.
Determine what percentage of your reward system is at risk and what percentage is entitled.
Determine what might be done to tie your reward system more closely to performance.
With a management team, determine what percentage of your reward system should be
contingent on behaviors.
If you are on the board of a volunteer organization, or your church or synagogue, consider
initiating a talent and organization review process. They are rarely found in non-profit
organization, and the need is just as great.
Ask to be involved in improvement efforts that will provide you with a better focus on corporate
rewards, and how they align with (or not) the competencies that are most important to the
company’s performance.


Culture and Change Steward Factors

Factor Sample Items
Facilitating Align individual behavior and organizational goals
Identify and engage people who make change happen
change Sustain change through HR practices

Crafting culture Design and deliver HR practices that create and maintain the desired culture
Share knowledge across organizational boundaries
Make culture management a business priority

Enacting culture Frame culture that engages employees
Translate culture into management practices
Make whole of the organization more than the sum of its parts

Personalizing Help employees find purpose and meaning in their work
Manage work/life balance within the organization
culture Ensure that the culture of your business is recognized in the mind of the
external stakeholders


Culture and Change Steward Factors:

Factor Sample Items
Facilitating Build a disciplined process for turning what we know into what we do
Understand how to make things happen
change

Crafting culture Define culture as the identify of the firm from the outside/in
Make sure that the culture aligns with external customer expectations (firm
brand) and internal strategy

Enacting culture Make sure that the firm’s culture is consistent across the company
Make sure that the culture shows up in HR practices and investments
Make sure that the culture transfers to leadership behaviors

Personalizing Help turn firm culture into individual leader behavior
Help employees see how their personal identify is tied of the company’s
culture identity


Culture and Change Steward Factors:
how to improve

Factor Action Items
Facilitating Design a change process that will lead to an important shift in your organization’s
culture and will better align with the expectations of external customers.
change Evaluate your work processes and HR practices from the point of view of the
signals they send about the experience you’re trying to create for key customers.
Gather information from internal and/or external sources regarding the future of
your business. Does your current culture support future success? If not, what
needs to change? How will you change it?

Crafting Work with an HR team to ensure that HR processes are in place to support current
change initiatives. Do you have the right people, with the right information, doing
culture the right things, with the right measurements and the right incentives?
Redesign your most effective change tools from a speed perspective.
Develop and implement meeting guidelines that help make decisions happen
more quickly and with better follow-through and consistently measurable results-in
ways that drive the expected customer experience.
Work with a key line executive to ensure that management team members
consistently send the same messages about the desired direction of change
through their words, time allocation and behaviors.


Why HR Department Performance Matters

Dependent Variable:
Average of the following 4 business measures:
Meeting customer requirements Being competitive
Meeting owner / shareholder requirements Financial management

Department Grouping R Square*
Stakeholders .226
HR Focus .250
Value Added .279

Multiple Regression, all Domains .203

* Scores using associate rater data only


Stakeholders to an HR Department

Customer

Community Investor

HR Dept.

Employee Line Manager


Stakeholders to HR Department

Stakeholder R Square %

External Customer Average 0.162 19%

Investor Average 0.180 21%

Communities Average 0.176 21%

Line Managers 0.168 20%

Employees Average 0.170 20%

Stakeholder Multiple Regression .226


HR Professionals: actions, roles and competencies 2007

HR Individual Competencies
2 4

1 3

HR Department Capabilities


Thank you


HR Competencies for Managing Paradoxes Transformation

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