Naomi Bloom - Poirot's Order and Method

BLOOM &WALLACE

Presented by:

Naomi Lee BloomManaging Partner

BLOOM & WALLACE13300-56 So. Cleveland Ave. Ste 404

Fort Myers, Florida 33907(239) 454-7305 phone (239) 454-9187 FAX

[email protected]

Twitter @InFullBloomUS Blog http://InFullBloom.US

Poirot’s Order And Method:Making The Business Case For

HR Technology

HR Technology EuropeRAI Amsterdam 24/10/2013

E:\B&WPRES\X.PPTXX/XX/XXCopyright© 2009 by Naomi Lee Bloom.

BLOOM &WALLACEMaking The Business Case For HR Technology

2E:\B&WPRES\HRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013Copyright© 2013 by Naomi Lee Bloom.

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We will useOrder andMethod todevelop ourstrategic HRMand HRtechnologyplans plus …




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If the sourceof agreedbusinessoutcomes isan effectiveworkforce,then ofcourse thatincludes thiscontingentworker!




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Bad HRM = Bad Business Outcomes




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Is thisyourworkforce?If yes, Ihopeyou’re acircus!

Not acircus?Then wehavework todo!




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There’llbe oddcreaturesalong theway, butthewizard toteach usthat theanswersliewithinus.




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VISION

STRATEGIES

BUSINESSOUTCOMES

HRM STRATEGIES

HRM OUTCOMES

HRMIMPLICATIONS/

DESIGN(S)

HRMDSIMPLICATIONS/

DESIGN(S

VISION

STRATEGIES

BUSINESSOUTCOMES

HRM STRATEGIES

HRM OUTCOMES

HRMIMPLICATIONS/

DESIGN(S)

VISION

STRATEGIES

BUSINESSOUTCOMES

HRM STRATEGIES

HRM OUTCOMES

HRMIMPLICATIONS/

DESIGN(S)

HRMDSIMPLICATIONS/

DESIGN(S)“Follow TheYellow BrickRoad” to greatorganizationaloutcomes.




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Organizational Vision:

• What is the organization's raison d'etre?

• What is the organization's value proposition to itscustomers, shareholders and employees?

• What does the organization want to do and be?

• Why should shareholders, customers, employees,etc. invest their resources in the organization?

• By what measures and target values over what timeperiod will we recognize progress toward this vision?

VISION




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Organizational Strategies:

• What must the organization do well to achieve itsvision? To meet stakeholder expectations?

• By what strategies will the organization drivecustomer satisfaction, shareholder value andworkforce effectiveness?

• What strategies are needed to overcome specificobstacles to achieving the vision?

• What strategies are needed to address specificissues that the organization and/or its industry faces?

STRATEGIES




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Organizational Outcomes:

• How will the organization recognize, via objectivemeasures and target values within a defined timeframe, to what extent its organizational businessstrategies are succeeding and needed results are beingachieved?

• By what measures and target values within a definedtime frame will the organization recognize progresstoward its vision and/or problem areas overcome?

BUSINESSOUTCOMES

Don’t have all of this that youneed? Consider a vision &outcomes workshop using free“starter kit” …




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HRM Strategies:

• What must HRM (designed and championed by HR)do well to enable the organization to achieve its vision?To deliver agreed organizational outcomes?

• By what HRM strategies will HRM enable theorganizational strategies, i.e. help drive customersatisfaction, shareholder value, and workforceeffectiveness?

HRM STRATEGIES

With or without thatvision & outcomes detour,it’s back to “The YellowBrick Road.”




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HRM STRATEGIES

HRM Strategies:

• What HRM strategies are needed to overcomespecific obstacles to achieving the organization’svision? To delivering needed outcomes.

• What HRM business strategies are needed toaddress specific issues that the organization faces?To ensure that needed organizational outcomes areachieved?




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HRM Business Outcomes:

• How will the organization recognize, via objectivemeasures and target values within a defined timeframe, to what extent its HRM strategies aresucceeding and achieving the intended results?

• By what measures and target values within adefined time frame will the organization's progresstoward its HRM strategies and results be validatedand/or problem areas revealed?

HRM OUTCOMES

Don’t have enough of this?Consider an HRM workshopusing the “starter kit” …




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Not All HRM DeliversEqual Value In Terms Of

Driving BusinessOutcomes




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Administrative HRM CostSavings May Be

Important, But TheyRarely Move The Dial On

Business Outcomes




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Figuring out which aspectsof HRM produce the biggestpositive impact on businessoutcomes takes a great dealof knowledge and a littlebit of magic.

One way of invokingthat magic is to usethe strategic HRMdomain model to seewhat’s mostimportant for yourorganization.




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KSAOC: A specific, identifiable, definableand measurable body of Knowledge, Skill,Ability and/or Other deployment-relatedCharacteristic, including attitude, behavior,work condition preference, physical ability,personal networks/ networking, whetherinherent or subject to development, whicha human resource may possess and whichis necessary for or material to theperformance of one or more relevant dutiesand responsibilities. KSAOCs must alwaysbe defined in their business context.

Strategic HRM Is What Matters!




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KSAOCs are thecurrency ofhuman resourcemanagement –we focus ongetting them,keeping them,engaging them,deploying them,rewarding theiruse, developingthem, and somuch more.




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KSAOC

1.0Manage The Organizational

Structure

7.0Lead The

Workforce

6.0Manage Relations With

Labor Organizations

5.0Manage The Work

Environment

4.0Compensate Employees

3.0Develop The Workforce

2.0Staff The Organizational

Structure

KSAOCKSAOC


Structure


Structure

7.0Lead The

Workforce

7.0Lead The

Workforce


Labor Organizations


Labor Organizations

5.0Manage The Work

Environment

5.0Manage The Work

Environment






Structure


Structure





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KSAOC

Current/future needs for …Regulatory/contractual needs for …Current/future costs of …Jobs/positions/teams must have …Redesign work around …Outsource to get results of ...Plan for networks to access …

1.0Manage The Organizational Structure


2.0

3.0

4.05.0

6.0

7.0

Just speedingthrough here,but all areincluded in“starter kit.”




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Acquisition/deployment strategies for …Applicant pool of and sourcing for …Market value of …Acquisition/deployment of …Onboarding and offboarding of …Testing and assessment for ...Expat/repat of …Use networks to generate …

2.0Staff The Organizational Structure


KSAOC

1.0

3.0

4.05.0

6.0

7.0




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Development strategies for …Record development of …Test development outcomes for ...Develop products/events which impart …Deliver products/events which impart …Use networks to impart …



KSAOC

2.0

4.05.0

6.0

7.0

1.0




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Compensate* to acquire/retain …Compensate to protect …Compensate to unleash …Compensate to reward …Compensate to ensure development of …Use networks to benchmark …* where total compensation includes

benefits



KSAOC

2.0

3.0

5.0

6.0

7.0

1.0




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Eliminate barriers to use of …Eliminate barriers to acquisition/deployment of …Protect … from accident and injuryProvide resources to support ...Create desirable environment to attract/retain …Foster networks to unleash …

5.0Manage The Work Environment

KSAOC

2.0

3.0

4.0

6.0

7.0

1.0





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Manage labor relations to obtain and unleash …Avoid work actions which remove ...Negotiate with unions which provide ...Negotiate labor agreements which unleash …Tailor networks across labor organizations toobtain …

6.0Manage Relations With Labor

OrganizationsKSAOC

2.0

3.0

4.05.0

7.0

1.0





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Create/engage networks of …Schedule availability of ...Equip ... to performMentor … to performDevelopment plans for …Performance plans for …Assessments of …Assign work to ...

7.0Lead The Workforce

KSAOC

2.0

3.0

4.05.0

6.0

1.0





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Figuring out which aspectsof HRM produce the biggestpositive impact on businessoutcomes takes a great dealof knowledge and a littlebit of magic.

One way ofinvoking thatmagic is to use thestrategic HRMdomain model tosee what’s mostimportant for yourorganization.




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Transformational Implications andDesign(s) for:

• HRM programs, practices, and plans;

• HRM data, coding structures, information,metrics, analytics, forecasts, and knowledge;

• HRM business rules, small p (workflow) andbig P (strategic approach) processes; and

• HR capabilities, competencies, leadership andoperating models.

HRMIMPLICATIONS/

DESIGN(S)

What needs to change aboutHRM to unleash those KSAOCs?




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Figuring out what HRMdelivery system design isneeded to delivertransformational HRMtakes a great deal ofknowledge and a littlemagic. One way of invoking

that magic is toconsider the deliverysystem you’d designif you weren’tconstrained by theone you have today.




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HRM Delivery System Implications/Design(s):

• Insights re: user experience, software platform(s),operating model and interconnections;

• Insights re: architectural preferences;

• Insights re: cost model and business case for future state;

• Insights re: implementation priorities and tactics; and

• Insights re: scenarios with which to explore, compare andselect technology and deployment alternatives.

HRMDSIMPLICATIONS/

DESIGN(S)




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Now you need reallyexpert knowledge and aton of magic to sortthrough your tech optionsand select just the rightcombination -- and thento implement them.

The best way toinvoke really bigmagic is tooverweight yourteam with therelevant KSAOCs.




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HR Technology Implications/Design(s):

• Insights re: user experience, including social, mobile,global, location-based, actionable analytics, gamification…;

• Insights re: object model and architectural preferences;

• Insights re: deployment, integration, and ongoing support;

• Insights re: implementation priorities and tactics; and

• Insights re: more valuable scenarios with which toexplore, compare and select technology alternatives.

HR TECHIMPLICATIONS/

DESIGN(S)




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What’s the best state-of-the-art, true SaaS(ideally SaaS InFullBloom) integratedHRMS/TM platform?

What’s the best state-of-the-art, true SaaS(ideally SaaS InFullBloom) integrated TMplatform?

Should we stay where we are, upgrade inplace, move to our current vendor’s next gen,make a leap or ???

Trick Questions

So What’s An HR Leader To Do?




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Naomi Lee BloomManaging Partner

BLOOM & WALLACE13300-56 So. Cleveland Ave. Ste 404

Fort Myers, Florida 33907(239) 454-7305 phone (239) 454-9187 FAX

[email protected] @InFullBloomUS Blog http://InFullBloom.US