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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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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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

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WORKFORCE ANALYTICS AND
PLANNING.
SMART. INTUITIVE. COMPLETE.

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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

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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.
“

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ULRICH MODEL
11
StrategicOperational
Process
People
Strategic Partner
Change AgentEmployee Champion
Administrative Expert
Source: Ulrich (1997), Human Resource Champions

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ARE WE THERE YET?
12
Source: Hay Group, Next generation HR, Connecting strategy, people and work

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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

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Where From
Where Now
Where To

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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

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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

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What is a Strategic
Business Partner?

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WHAT DOES IT MEAN TO BE
STRATEGIC?
20

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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.

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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”
“

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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

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Practical Steps to Become
A Better Strategic Partner

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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

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How do people impact the
success of the business
strategy?
1. UNDERSTAND THE BUSINESS
27
The fundamental question to answer is:

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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
“

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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. 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:

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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. 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

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TALENT RETENTION
“Voluntary Resignations
are at a 5-year high.”
Bureau of Labor Statistics
Job Openings and Labor Turnover Survey
October 2013

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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

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UNDERSTAND
35

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HYPOTHESIZE
36

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TEST - IS IT COMPENSATION?
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TEST – IS IT CAREER DEVELOPMENT?
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WHY THEN?
39

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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

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WORKFORCE ANALYTICS AND PLANNING

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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.

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BAD PLANNING
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GOOD PLANNING

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Re-Cap & Question Time

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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. Page 48
Dave Weisbeck
dave.weisbeck@visiercorp.com
www.visier.com
Q&A

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