This document discusses strategies for leadership and human resources in a post-downturn world. It notes that senior leadership functions have become more cross-functional and accountable. The human resources function is struggling to adapt to new demands like increased regulation and cost-cutting. The document recommends that top leadership discard silos and expose human resources to all operations. It also suggests enlisting outside guidance and information interviews to help redefine roles and enable human resources reinvention around evolving accountabilities.

1. Resolute Consulting Group partners closely
and confidentially with business
owners, senior executives, boards and
professionals across a wide range of
leadership, behavioral, organizational and
developmental strategies, challenges and
opportunities.

2. LEADERSHIP STRATEGIES
FOR THE POST-DOWNTURN WORLD

3. SENIOR EXECUTIVES & HR
STRATEGIES FOR THE POST-DOWNTURN WORLD
• Senior leadership has shifted dramatically on multiple levels.
• Top leadership functions are evolving to meet cross-
functional and loosely defined accountabilities – CEO, Exec
VP, CFO, CIO, Partner…
• The days of functional “silos” are over.
• The HR function is struggling to re-invent itself and to meet
conflicting demands.
• A challenge for senior executives is providing effective,
authentic leadership to enable HR flexibility and productivity.

4. LEADERSHIP: COMPLIANCE, COSTS AND RISKS…
WITHOUT SACRIFICING DEVELOPMENT

5. LEADERSHIP: COMPLIANCE, COSTS & RISKS…
WITHOUT SACRIFICING DEVELOPMENT
Previously, Human
Resources primarily
supported human
capital development...

6. In the post-downturn world, these issues are
taxing the HR function and spilling over into
other key functional areas:
• compliance
• extraordinary levels of regulation
• containing costs
• minimizing risk
LEADERSHIP: COMPLIANCE, COSTS & RISKS…
WITHOUT SACRIFICING DEVELOPMENT

7. LEADERSHIP DELIMAS FOR TOP LEADERSHIP

8. THE LEADERSHIP DILEMMA
FOR TOP LEADERSHIP
• Meet organizational
compliance requirements.
• Contain costs against
bottom line.
• Demonstrate a strong
organizational leadership
bench.
• Accomplish with
diminished or no resources
• Accomplish with restricted
or little training.

9. THE LEADERSHIP DILEMMA
FOR HUMAN RESOURCES
• Meet traditional functional objectives.
• Meet myriad incremental objectives.
• Regulatory, such as Dodd Frank and ACA.
• Impacts of social media.
• Attract and retain top talent in environment of
low trust and negative expectations.

10. LEADERSHIP STRATEGIES

11. STRATEGIES
FOR TOP LEADERSHIP
Re-Define the Human Resources Function:
• Enlist professional guidance.
• Information interview with non-competitive
entities.
• Outsource to meet resource and training vacuums.
• Ensure HR leadership is fully engaged in the
totality of the bank’s operations.

12. HUMAN RESOURCES STRATEGIES

13. STRATEGIES
FOR HUMAN RESOURCES
Collaborative Re-Definition:
• Utilize professional guidance top leadership
provides.
• Information interview and short-term internships
with non-competitive entities.
• Enlist maximum participation in outsourcing
courses, seminars and other resources.
• Schedule with top leadership for immersion
across all of the bank’s operations.

14. GUIDANCE SUMMARY

15. GUIDANCE SUMMARY
• Top leadership… Discard functional “silos.”
• Expose HR to totality of organization’s operations.
• Enlist trusted advisory.
• Reach outside the organization via info
interviewing.
• Enable HR re-invention along lines of
accountabilities.

16. John P. Schreitmueller, PCC, ECP-BC
jps@resoluteconsultinggroup.com
770-998-5281