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Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics. What is driving this trend? How does the re-skilling of HR relate to workforce analytics? In this webinar, workforce analytics experts Dave Weisbeck and Ian Cook will explore: HR’s evolving role, from tactical to strategic player. Key drivers of the “datafication” of HR. Connecting the dots between strategy and analytics. How to develop analytics acumen within HR. Approaches for accelerating the adoption of analytics. Becoming a truly strategic business partner. Turning numbers into action: Case study examples of HR as a strategic partner.
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Speaker: Dave Weisbeck Chief Strategy Officer Visier Moderator: Josie Sutcliffe Director, Product Marketing Visier
Putting the 'Strategic' Into Strategic Business Partner
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Page 7 © 2014 Visier™ © 2014 Visier™
Putting the Strategic in Strategic Business Partner
Presenter: Dave Weisbeck May 7th
2-3pm ET 11am-12pm PT
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WORKFORCE ANALYTICS AND PLANNING. SMART. INTUITIVE. COMPLETE.
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Dave Weisbeck, Chief Strategy Officer, Visier Dave Weisbeck leads the overall solutions success and strategy at Visier. Prior to joining Visier, Dave spent over 18 years in the information management and analytics industry, which included time spent helping to build Crystal Decisions and Business Objects products and product strategy. Most recently Dave was the senior vice president and general manager responsible for Business Intelligence, Enterprise Information Management and Data Warehousing at SAP.
PRESENTER
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Historically, many within the HR profession have lamented the lack of respect and acknowledgment for the services they provide. Now opportunity is banging at the door of every HR function to reverse that situation. The need to be more strategic and business-linked is evident.”
J. Robinson, and D. Robinson, Strategic Business Partner: A Critical Role for
Human Resource Professionals.
“
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ULRICH MODEL
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Strategic Operational
Process
People
Strategic Partner
Change Agent Employee Champion
Administrative Expert
Source: Ulrich (1997), Human Resource Champions
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ARE WE THERE YET?
12 Source: Hay Group, Next generation HR, Connecting strategy, people and work
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TODAY’S AGENDA
The Three Wheres?: - Where From - Where Now - Where To
What is a Strategic Business Partner Practical Steps to Become A Better Strategic Partner Connecting to the Business Analytics as a Catalyst Planning as an Enabler
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Where From Where Now
Where To
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Increased complexity of the workplace 24/7 business, global competition, fading time/place
boundaries, risk and compliance
Increased complexity of the workforce Offshoring, global mobility, contingent workers,
generational divides, war for talent
New technologies Social media, smart phones, Cloud, always-on
Cost pressures Every function must justify itself with ROI
WHAT IS DRIVING THE CHANGE?
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EVOLUTION OF HR
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Incr
easi
ng V
alue
Employee Relations Administration Human Resource Effective Organizations
Compliance
Workers Compensation
Payroll
Training
Staffing
Workforce Planning
Talent Analytics
Performance Management
Organizational Design
Talent Acquisition
Leadership Development
Cost Containment
NOW leading lagging
Managing Talent
Managing Staff
Compensation
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What is a Strategic Business Partner?
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WHAT DOES IT MEAN TO BE STRATEGIC?
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COMPETENCIES OF BEING STRATEGIC
1. Know the Goal Always act with the end in mind. Purposeful. With intent.
2. Big Picture View Mental model of the end-to-end system. Past, present,
future. 3. Think Divergently Consider the alternative path. Look outside current
boundaries. Be open. Ask “What if?” 4. Think Critically Break things down to root causes. Analyze. Inspect.
5. Align Seek convergence, not consensus.
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BEING STRATEGIC IS…
…the focus that allows individuals within an organization to marshal and leverage their energy, to focus attention, to resist distraction, and to concentrate for as long as it takes to achieve a goal.”
Jeanne Liedtka, “Linking Strategic Thinking with Strategic Planning”
“
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STRATEGIC BUSINESS PARTNER
Organizational development What are the group dynamics? What culture and beliefs impact
decisions and change? Organization design – system
thinking How do we remove friction or
conflict?
Partnering Coaching Consulting – 2-way
conversation Be willing to challenge – have
a point of view How do I build relationships
and collaborate? Rel
atio
nshi
ps
Human Resource Expertise Talent Management
Recruiting Compensation
What processes and technology improve efficiency?
What are the people goals and measures of success?
Business Expertise Who is the customer? What
problem do you solve for them?
Who is the competition? How do you compare?
What are the business goals and measures of success?
Expe
rtise
Adopted from Rothwell & Budscooter (Ed.), 2012. The Encyclopedia of Human Resource Management
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Practical Steps to Become A Better Strategic Partner
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How to: 1. Understand the Business 2. Improve your Big Picture Understanding and Be
a Better Critical Thinker 3. Get Convergence and Alignment
3 WAYS TO BECOME MORE STRATEGIC BUSINESS PARTNER
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How do people impact the success of the business strategy?
1. UNDERSTAND THE BUSINESS
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The fundamental question to answer is:
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What is the business strategy? 1. Who is the company’s core customer? 2. What problems do your products/services
solve for them? 3. Who is the competition? 4. Where does the organization stand in relation
to the competition and customer?
1. UNDERSTAND THE BUSINESS
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The purpose of business is to create and keep a customer.” - Peter Drucker
“
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1. Who is the company’s core customer? 2. What problems do your products/services solve for them? 3. Who is the competition? 4. Where does the organization stand in relation to the competition
and customer?
Ask Sales, Marketing, Product Management, and/or
Customer Support. Establish relationships with people who deal with
customers on a regular basis, and stay up to date. Get out of the office. Visit a store or plant. Join a call.
1. UNDERSTAND THE BUSINESS
29
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How do people impact the success of the business strategy? Increase customer satisfaction? Drive innovation? Achieve execution excellence, and process efficiencies? Bring regional expertise and knowledge?
Once you understand the customer, then make the connection:
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Big Picture View Mental model of the end-to-end system. Past, present,
future. Think Critically Break things down to root causes. Analyze. Inspect.
The goal is to understand connections. What will the impact be to a change? The secret: analytics!
2. BIG PICTURE, THINKING CRITICALLY
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2. IMPROVE YOUR BIG PICTURE UNDERSTANDING
REPORTS
Measure single data points Provide information – the what Guide operations State past and present Tabular outputs of counts and rates
ANALYTICS
Connect multiple data points Provide insights – the why Drive strategy State past, present, and predict the future
Visual outputs of patterns and trends
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TALENT RETENTION
“Voluntary Resignations are at a 5-year high.”
Bureau of Labor Statistics Job Openings and Labor Turnover Survey October 2013
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BREAKING AWAY FROM REPORTS
We need to find the connections: Understand: what is the real situation? Do we have a problem? Hypothesize: what factors do we believe are impacting resignations? Test: is there a relationship? Yes, then understand…
Common approaches: Turnover rate Turnover by organization Voluntary turnover
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UNDERSTAND
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HYPOTHESIZE
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TEST - IS IT COMPENSATION?
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TEST – IS IT CAREER DEVELOPMENT?
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WHY THEN?
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Align Seek convergence, not consensus.
The goal is to make decisions and actions happen. Own the process for decisions. The secret: Planning
3. GET CONVERGENCE AND ALIGNMENT
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WORKFORCE ANALYTICS AND PLANNING
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THE PURPOSE OF WORKFORCE PLANNING
The purpose of workforce planning is to allocate the right people to the right position at the right time. The activity of workforce planning is therefore the set of choices about where to allocate people and how to be able to measure the effect of those choices.
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BAD PLANNING
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GOOD PLANNING
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Re-Cap & Question Time
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Practice thinking and acting strategically End in mind, big picture, divergent, critically, aligning
You must own the connection of how people impact the business strategy Understand the customer and competition to understand the
business
Use Analytics to be a great big-picture, critical thinker Understand, hypothesize, test, repeat
Use Planning to own the process to decisions and action Collaborative, regular, consistent
RE-CAP
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