Using assessment as a talent management strategy tim ngotho

PRE MASTER CLASS HR CHALLENGE 2011 BY Dr Lawrence S. NdombiRegional Leader, BPC

INTRODUCTION LAWRENCE S. NDOMBI (Dr) Lawrence is the Regional Leader, Business Partner Consulting ( BPC). He is a business leader with over 20 years of experience and a champion of HR. He is an alumni of Alliance High School and holds a Doctor of Business Administration ( DBA), a Masters of Business Administration ( MBA), a Bachelor of Commerce (B.Com) degree and a Post Graduate Diploma in Human Resource Management. He is a Fellow of the Institute of Human Resource Management (K) and also a Fellow of the Chartered Institute of Personnel & Development, UK . He was a Vice President, Human Resources, Unilever in Africa.He is the founding member and Program Director of the HIV/AIDS Private Sector Business Council and Championed the formation of Price Waterhouse Salary Survey Club. He helped set up many HIV/AIDS Business Councils in Africa. He is serving and has served on many company boards locally and internationally.

BUSINESS VALUE PROFITGROWTHSHAREHOLDER VALUEOTHER STAKEHOLDER VALUE

BUSINESS EXPECTATIONS OF HRContributing to and part of Business strategyEnabling and part of the execution of business plans Delivering tangible commercial benefits to the business

The Back Drop: Changes in BusinessGlobalizationTechnologyDemographicsThe Customer: From outside in………And so what are the implications for HR

Implications for HRImportance—HR part of value equationGrowth of the HR professionDemands on HR increasingHR practices must deliver valueHR departments have to changeHR professionals must demonstrate competenceIncreased differentiation and separation of transactional and transformational work

THE CEO DEMANDS ON HR HIGHEST DELIVERY

WHO IS HR IN THIS ?The HR Business Partner Strategic partner, who shares the Vision and the Strategy.

Shares the responsibility for the business goals

Contributes fully to the business results.REASONCreate an organization that can "win" in the market place. Minimum demand - business has the right people in the right place to drive the business strategy and achieve business goals.

Required demand - understanding the business and presenting business solutions sometimes before they are even asked for !Stakeholder DemandFor the businessHR resources and capability focused on enabling GROWTHImproved margins through reduced overhead costsFor Line ManagersSimplified policies and processesImproved support to help them lead their teamsFor EmployeesBetter, faster service levels and access to informationConsistent and clear processes and deliverablesFor HRRole clarity and refocusing of resourcesGreater job satisfaction in HRSome new roles/opportunities to grow & gain new skills

Strengthening HR ContributionTaking an interest in the key business performance measures, for example, sales, costs, production, utilization.Making sure that business partners are involved in the business planning process at the outset and that they are well prepared for planning meetings.Setting the personal objectives of strategic HR Partners (and those in centres of excellence) so that they are aligned to those of managers in the business areas that they are assigned to.Maintaining an on-going debate about how HR is performing. Ask the organization's leaders, line managers, HR professionals and other functions.

Strengthening HR contribution (ctd)All of HR should be listening to, and responding to, its stakeholders.Use tools like 360 degree feedback and customer satisfaction surveys to obtain a broad range of views on how well the HR function, including business partners, are fulfilling their role.

HR BUSINESS PARTNERINGTHE KEY ROLES

HR’s future role in the organisation – HR’s view 98765432100 1 2 3 4 5 6 7 8 9 9 8 7 6 5 4 3 2 1 0 0123456789Strategic PartnerWe asked 50 HR managers from one company about the role of HR in their organisationAdministrative ExpertChange AgentEmployee Champion

98765432100 1 2 3 4 5 6 7 8 9 9 8 7 6 5 4 3 2 1 0 0123456789HR’s future role in the organisation – Line manager’s view Strategic PartnerAdministrative ExpertChange AgentWe then asked 300 managers in the same organisation the same questionEmployee Champion

Role of HR specialistsProvide functional guidance and advice to managers.Develop and interprete HR policies, procedures and systems.Provide timely good and timely advise to line managers on options available.Provide tools and information to enable L ine managers make informed decisions.

Who are Line ManagersLine managers are those managers to whom individual employees or teams directly report and who have responsibility to a higher level of management for those employees or teams.

Typically the management responsibilities carried out by line managersday-to-day people managementmanaging operational costsproviding technical expertiseorganisation of work allocation and rotasmonitoring work processeschecking qualitydealing with customers/clientsmeasuring operational performance.

Specific people management responsibilities- especially of Line ManagersCoaching, Mentoring, Counseling, Guidance (Pastoral care).Performance management.Discipline , conflicts and grievances.Recruitment and selection.Employee learning and developmentEmployee reward decisionsImplementing HR policies/procedures and labour lawsChange ManagementCreating enabling environment

Change“ To discover new continents you must be willing to lose sight of the shore”

WISE TALK “ THE DISTANCE DOES NOT MATTER IT’S ONLY THE FIRST STEP THAT IS DIFFICULT ”- Madam Du Deffand

HR TRANSFORMATION SYNDICATE % TIME, EFFORT AND COSTHR TODAYSTRATEGYPERFORMANCE ENHANCEMENTTRANSACTIONSADMINISTRATIONHR FUTURESRATEGYPERFORMANCE ENHANCEMENTTRANSACTIONSADMINISTRATION

What is HR Transformation?Future20%Strategy40%PerformanceEnhancementTransactions20%Admin20%Underpinned by robust HR Information Systems HR TransformationTodayMaximise the performance of the workforcethrough alignment of HR activities and programs with the strategic direction and business needs of the organisation% Time, Effort, Cost5%StrategyDevelop and deliver programs that enhance the organization's ability to attract, develop and retain superior performersPerformance Enhancement25%Handle employee transactions and inquiries30%Transactions40%Manage vendors, suppliers, budgets, and HR systems AdministrationThis changes the way we deliver HR

HR COMPETENCIESThe Critical HR roles The HR Competencies and skills

Operating FrameworkOur Peoplepersonal growthteam growthorganisation growthIndividual support and transactional enquiriesIndividual, Team and Organisation CapabilityHR Business Partnersoverall HR accountabilityorganisation & leadership capabilitycultureHR ServicesupporttransactionstechnologyPerformance Cost/Quality of serviceSolutions Development and activationPolicy interpretationProcess improvementHR Expertisesingle approach solutionspolicies and systemsbest practice / knowledge

HR ROLES- SYNDICATEBasket Game

Leveraging HR’s Core Contribution AreasCulturePerformance ManagementOrganizational CapabilitiesHighest Value areas to Help the Business Meet Its ObjectivesPeople DevelopmentEnabling ChangeKnowledge ManagementLeadership DevelopmentMarket-Driven Organizational DesignInductionHR Information ManagementBenefits DesignImportant Areas to Make More Effective/efficientInternal CommunicationTrainingCompensation DesignSourcing and RecruitingInt. Trans. ServicesIndustrial RelationsOrientationEssential to keep the Business RunningPersonnel Records & AdministrationBenefits AdministrationDay to dayEmployee RelationsSeparations

HR DeliveryDelivery System & Development

Talent ManagementPersonal CredibilityEffective Relationships

Using assessment as a talent management strategy tim ngotho

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