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Discover what it takes to earn even higher levels of trust and respect of your business peers and colleagues and begin to chart a road map to get there. Presented from the CEO's perspective, this workshop will show you what's preventing your HR department from being seen as the strategic asset it deserves to be. You will be empowered to move up from "mere compliance”, to synchronize your departmental plan with the firm's strategic plan, and ultimately to help shape your organization's direction and future.
Citation preview
Becoming Strategic: How HR can Earn (Even)
More Respect
by Tom CoxCox Business Consulting, Inc.
presented 07-Oct-2011 to the NHRMA 2011 Conference
2
How You Can Become(Even) More Strategic
What does “Strategic” Mean for YOU? What does it mean for your boss? Your firm? What Stands In Your Way?
– Hint: It's Not Your Boss
3
Should we be trying this?
The discipline I believe so strongly in is H.R., and it’s the last discipline that gets funded. Marketing, manufacturing — all these things are important. But more often than not, the head of H.R. does not have a seat at the table. Big mistake.
– Howard Schultz, chairman, president and C.E.O. of Starbucks
4
"Being more Strategic" - the Concept
Mintzberg's Five "P"s of Strategy Plan, Ploy, Pattern, Position, Perspective
"Be Strategic" today means "Drive Business Outcomes"
Strategic HR is beyond Admin and Compliance
5
"Being More Strategic"- the Purpose
Cut Costs Grow Revenue Increase Margins / Profits
Connect everything to that frame of reference.
6
$500m Car Dealer's HR Director
Sits on Strategy Council – and just did a name change on a benefits card
Being "strategic" doesn't mean you give up grunt work
7
$500m Car Dealer's HR Director
Sits on Strategy Council – and just did a name change on a benefits card
Being "strategic" doesn't mean you give up grunt work
Didn't come up through HRYou have to know the whole business & how it
makes money
8
$500m Car Dealer's HR Director
Sits on Strategy Council – and just did a name change on a benefits card
Being "strategic" doesn't mean you give up grunt work
Didn't come up through HRYou have to know the whole business & how it
makes money
Routinely Innovates – “Safeway Strategy”Became Self-Insured: Saved $1m/yrImproved Hiring: Reduced turnover by 68%
9
$100m Publisher's HR Director
"Being Strategic" means "contributing at a higher level"
Get there by learning the WHOLE business Ask questions, show interest, learn When you are NOT selected for the key
project team, ask “why” in a self empowering way
10
“Become More Strategic” in 5 Easy Pieces
1. Find Firm's Top 4 Strategic Issues
2. List all major HR programs (payroll, HRIS, hiring, training, etc.)
3. Chart the Strategic Issues vs. the HR Programs
4. Create an Impact Grid of HR programs
5. Assess, Measure and Build Trust
11
Pay/Benefits HRIS Hiring Process Leader TrainingIssue 1Issue 2Issue 3Issue 4
“Usage Chart” of Strategic Issues vs. HR Programs
Examine how each program supports each major strategic issue.
Identify “As-is” and “To-be” and the gap.
12
Strategic Impact Gridof HR Initiatives
13
HR: Compliant, Helpful, or Strategic
Compliance: Layoff Paperwork is Right
Information: Monitor how employees are taking the news
Strategic Impact: Take responsibility for morale; Coach senior staff on how to deliver the news and how to respond to the employee reaction
14
HR: Compliant, Helpful, or Strategic
Compliance: Training on Compliance
Information: Tracking Compliance before and after training
Strategic Impact: Take responsibility for increasing Compliance over time; report dollar impact of Compliance change vs. spending
15
HR: Compliant, Helpful, or Strategic
Compliance: Train on Supervisory Skills
Information: Tracking Supervisory Effectiveness
Strategic Impact: Take Responsibility for Coaching Managers to Grow Supervisors' Skills; Track Morale vs. Target; Scorecard to CEO of Supervisor Effectiveness by Division
16
“They Won't Listen” - Role of Trust
Nobody will take you seriously ... until they trust you
Dog Walker vs. Strategic Partner Assess Mistrust Measure Trust Build Trust
17
How to Assess Mistrust - 10 Behaviors of Destructive Conflict
Active Destructive: winning at all costs displaying anger demeaning others retaliating intention invention
Passive Destructive: avoiding yielding hiding emotions self-criticizing working around
people
"Becoming a Conflict Competent Leader" by Tim Flanagan and Craig Runde
18
How to Measure Trust -4 Elements of the 'ROCC of Trust'
Reliability: “I do what I said I would do” Openness: “You know my agenda” Competence: “I will tell you honestly
what I can and cannot do well” Compassion: “I will put your agenda
ahead of mine -- some of the time”
"Trust is Everything" by Aneil and Karen Mishra
19
How to Build Trust - 8 Behaviors of Constructive Conflict
Passive Constructive: assuming positive
intention delaying response reflective thinking adapting to multiple
win conditions
Active Constructive: reaching out taking other person's
perspective expressing emotions
responsibly creating solutions
"Becoming a Conflict Competent Leader" by Tim Flanagan and Craig Runde
20
Use the Impact Grid forHigher Trust
Where is HR under-performing? Where is HR not contributing strategically? How can we use outside experts better?
Hiring: assessments, recruiters HRIS: SaaS/Cloud
Do my C-Suite Partners Agree with my Grid?
21
Taking Action Now - 1
“The Church is Near, but the Road is Icy.
The Tavern is Far, but I will Walk Carefully.”
– Hungarian Proverb
A 'roadblock' means:
1) It's not that important to you
2) You don't know what to do next
3) You don't know how to do it
22
Taking Action Now - 2
“I Could Be Strategic If Only They Would Listen”Wrong. They will listen when you SHOW you can be strategic:
1) Commit to Make Strategic Impact
2) Build a Plan, Set Goals and Timelines
3) Recruit Advisors
4) Let Nothing Stop You
23
Resources and References 1. NY Times 10-Oct-2010 article interviewing Howard Schultz,
chairman, president and C.E.O. of Starbucks
2. Mintzberg, Henry: "The Strategy Concept I: Five Ps For Strategy" in California Management Review, Fall 1987
3. "Trust is Everything" by Aneil and Karen Mishra
4. "Becoming a Conflict Competent Leader" by Tim Flanagan and Craig Runde
5. "Lean IT - Enabling and Sustaining Your Lean Transformation" (Mike and Steve, SteadyImprovement.com)