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Secure Your Seat at the Table
May 15, 2012Buckhead GEM Meeting
04/10/23 1Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
Agenda
• The “past” HR perception• What’s your advice?• 10 Tips• Application to your situation
04/10/23 2Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
The Old Perception
“They have no seat, and the table is locked inside a conference room to which they have no key. HR people are, for most practical purposes, neither strategic nor
leaders.”Keith Hammonds, Fast Company,
Why We Hate HR, 2005
“To be sure, there are some firms that do HR well, such as Cardinal Health, Yahoo, Procter & Gamble and General
Electric. But Keith's scathing magazine piece still rings true three years later.”
Peter Galuszka, CBS News, 2008
04/10/23 3Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
The Past Perception
• Don’t understand the business• Pursue efficiency in lieu of value• HR programs/policies don’t help the
business• Go for short-term vs. long-term solutions• The Corner Office doesn’t “get” HR
04/10/23 4Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
• Good colleague just landed a job as an HR Manager in a large global pharma company
• Her coverage area is the Americas• Headquarters are located in Ireland• Her predecessor retired and for the
previous couple of years maintained the status quo
• She asks you:
– “What are 3 things I can do to become the trusted advisor with my internal customers?”
04/10/23 5Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
Help a Colleague
Ten Tips for Success
1. Delight your customers2. Build followership3. Display business acumen4. Expand your scope5. Influence direction6. Display passion in your job7. Proactive not reactive8. Become more strategic9. Know your blind spots10.Measure what matters
04/10/23 6Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
Delight Your Customers
• Price of admission• Survey customers• Builds credibility• Models the way
04/10/23 7Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
Build Followership
• Identify your top 10 stakeholders• Rate the quality of personal and
business relationships• Spend time with these stakeholders –
block your calendars• Travel with leaders• Lunches or coffees
04/10/23 8Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
Display Business Acumen
• Learn the business• Who are the company’s core customers?
What are their challenges?• Who is the competition? What do they do
well and not well?• What is your SWOT?• Input starts with impact on the business• Understand the financial aspects of the
business – Finance for Non-Financial Managers
04/10/23 9Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
Aligning HR with Business Imperatives
•Integrity
•Personal Capability
•Results
•Interpersonal Skills
•Leadership
•Building Winning Teams
• Strategic Leadership • Achieving Results
• Personal Leadership
• Interpersonal Skills
• Personal Capabilities
• Team Effectiveness
• Strategic Leadership • Achieving Results
• Personal Leadership
• Interpersonal Skills
• Personal Capabilities
• Team Effectiveness
Examples
Focus on the needs of retail and foodservice customers
Develop brand strength and products that meet consumers’ and customers’ needs
Invest in bakeries and people
Grow through acquisitions
Encourage an atmosphere that builds teamwork and embraces diversity
To increase the value
of the company
Vision
Strategic Objectives Leadership Competencies
GuidingPrinciples
Examples
•Quality
•Service
•Commitment
$3.0B Consumer Products Company
Expand Your Scope
• Volunteer for business taskforces• Assume new responsibilities• Attend operator meetings• Transfer out of HR
04/10/23 11Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
Influence Direction
• Understand your company’s direction• Speak up in meetings• State your position and back it up with
facts/data• Attend a program on strategic planning
or other functional topics
04/10/23 12Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
Display Passion in Your Job
• Avoid taking on things that don’t help your mission
• Shift from doer to LEADER• Shift from tactical to STRATEGIC
04/10/23 13Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
Proactive vs. Reactive
• Find out from each key leader the annual and long-term goals, opportunities, threats, and weaknesses – what keeps them up at night
• Pick 1-2 areas and create an action plan to help
• What can you bring from the outside to help tackle opportunities?
04/10/23 14Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
Become More Strategic
• Shift from “working in” to “working on” the business
• Find the time to be strategic• Read a book on strategy• Go back 90 days – what time was spent
on strategic goals
04/10/23 15Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
Strategic vs. Tactical
Management of Strategic Human Resources- Strategic Partner
Management of Transformation and Change – Change Agent
Management of Infrastructure – Administrative Expert
Management of Employee Contribution – Employee Champion
04/10/23 16Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
Source: Human Resource Champions, Dave Ulrich
Future/Strategic Focus
Day-to-Day Operational Focus
PeopleProcesses
MissionImprove lives
through leadership in the
prevention, control and cure
of XXX and related diseases
StrategyMake XXX and its
associated limitations unacceptable
Ensure that all people with XXX can access the knowledge, skills and resources they
need to minimize the impact of XXX on
their lives.
Drive a strategic research agenda that
guides and accelerates progress
toward XXX preventions and
cures.
Influence policies and strategies to produce better outcomes for people with XXX.
Reduce XXX-related disparities in health
and health care.
HR Operating Guidelines
Develop strategies and deliver services that build a culture of
top performance among staff and
volunteers.
Provide XXX with a comprehensive
system to attract, select, engage, retain, train, and
develop a multicultural
complement of staff and volunteer talent.
Build an HR platform from which human
capital strategies will be operating
consistently across all regions of XXX.
HR Initiatives
Linking HR with the Business
Know Your Blind Spots
• No News is not always Good News• Great leaders continually seek feedback• People will help if asked• Anyone can excel at this
04/10/23 18Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
Measure What Matters
04/10/23 19Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
• All the business functions have outcome measures – Sales, Marketing, Service, Operations
• HR typically measures efficiency of services• Three measures needed:
– Impact : How does this impact strategic success– Effectiveness: How does HR improve the capacity
of the talent pools– Efficiency: How much do we get for our
investment
Ten Tips for Success
1. Delight your customers2. Build followership3. Display business acumen4. Expand your scope5. Influence direction6. Display passion in your job7. Proactive not reactive8. Become more strategic9. Know your blind spots10.Measure what matters
04/10/23 20Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
Action Steps
1. What improvements can you make to help secure your place at the table?
2. What are the key barriers to success?
3. What 2-3 tangible steps can you take back on the job?
04/10/23 21Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved