Robert Garcia, Director – Global Business

Society for Human Resource Management

The Role of the HR Professional in Creating a High Performance Organization

Objectives

• Identify key leadership skills for HR Professional

• Demonstrate effective internal consulting skills

• Demonstrate business acumen and an understanding of the financial drivers of company performance

• Align your recommendations with the strategic direction of the organization

Robert Garcia, MBA, SPHR, GPHR, HRMP, HRBP

Director – Global Business Development

Society for Human Resource Management

• 20+ years of experience in business & human resources

• BS, Business and Management

• Master Business Administration

• robert.garcia@shrm.org

Instructor Biography

Robert Garcia, MBA, SPHR, GPHR, HRMP, HRBP

Director – Global Business Development

Society for Human Resource Management

• 20+ years of experience in business & human resources

• BS, Business and Management

• Master Business Administration

• robert.garcia@shrm.org

Think outside the box – go beyond paperwork

HR Professionals

Provide advisory services to managers

Develop capabilities & provide services

• Change management • Facilitation • Develop a compensation strategy • Build performance plans • Coaching managers • Team building support • Process improvement

• Ask questions to identify needs & help managers solve problems

• Listen • Look for policies & regulations to

meet needs • Identify the real issue & propose

the right intervention • Be flexible – develop alternatives

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Shift Your Role

Becoming an HR Professional Requires a Shift in Your Role

• How you see yourself

• How you behave

• How you interact with senior leaders

• How you are seen by senior leaders

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Learn About the Organization & Its Mission

Do you know: • How other functions operate?

• Responsibilities of other functions?

• How other functions contribute to accomplishing the mission?

What challenges does the organization you support face?

You will be able to position HR issues in terms of the business!

Product Development

Marketing Information Technology

Production

Sales Human Resources

Finance

Distribution

Purchasing

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Do You Know…?

• Your Company • Your Business Unit

What are the top 3 issues for:

• Strengths • Weaknesses

Who are the major competitors?

What are the drivers of revenue? What are the drivers of cost? What is the strategic direction for the business?

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What You Need to Know HR Knowledge • Best Practices • Change Management • Facilitation • Comp & Benefits • Coaching

Organizational Knowledge • Strengths • Weaknesses • Processes • Procedures • Structure

Organizational Direction

• Short-Term Goals • Growth Strategies • Strategy for the

future

Organizational Leaders • Goals • Relationships • Structure

Apply knowledge

to anticipate barriers, surface issues and

develop HR solutions

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Questions that a Strategy Answers

• Who are we as an organization?

• What should we be doing as an organization?

• What are the needs or problems that require our existence both today and tomorrow?

• How do we recognize these problems?

• What makes us distinctive or unique?

• Where is our organization now?

• Where does our organization want to go?

• How will we get there?

Defining Strategy

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Lesson 1: Understanding Organizational Strategy

Introduction Growth Maturity Decline

Crisis: Leadership

Need: Creativity

Crisis:

Delegation

Need: Clear direction

Need: Formal systems

Crisis:

Bureaucracy

Crisis: Change

resistance

Need: • Streamlined

decision making • Flexibility • Small-organization

thinking

Organizational Life Cycle

The Strategic Planning Process

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Lesson 1: Understanding Organizational Strategy

©SHRM 2014

Environment Assessment

Customer/Market & Competitor

Analysis

Organizational Assessment

Mission/Vision/ Values

Strategic Issues, Goals and KPIs

Plan Implementation

A 6-Step Approach to Strategic Planning

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Lesson 1: Understanding Organizational Strategy

©SHRM 2014

• Is the current plan working? If so, in what areas?

• What’s not working? How could it be improved?

• How is it being tracked? How does the organization measure its success?

• Is the strategic plan communicated to staff within the organization?

• Ask “what if” scenarios to determine how the organization will adjust to

changing conditions.

• What components of the plan are reusable?

Questions to Ask About the Existing Plan

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Lesson 1: Understanding Organizational Strategy

PEST Analysis

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©SHRM 2014

Political (P) Factors Social (S) Factors

• Tax policy • Political stability • Changes in the political landscape • Laws and regulations • Trade policy

• Demographics of customers and employees

• Work/life balance • Expectations about the work

environment • Priorities in the culture

Economic (E) Factors Technology (T) Factors

• Overall growth in the economy • Interest rates • Personal income/spending

• Related research • Technology paths / rate of change • Automation

• One way to develop KPIs is to think in terms of:

– Indicator – What are you going to measure?

– Measures – How are you going to measure it (both quantitative and qualitative)?

– Target – What is the desired result?

KPI Example:

– Indicator – customer satisfaction with department services provided

– Measures – customer satisfaction index based on quarterly surveys

– Target – 5% improvement in customer satisfaction index quarterly

Key Performance Indicators (KPIs)

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Lesson 1: Understanding Organizational Strategy

©SHRM 2014

• Human Resources

– Employee loyalty, turnover, retention labor relation, compensation, training and development, recruitment

• Sales – Sales contact by telephone, shops and supermarkets management, customer

loyalty, customer care

• Marketing – Public relations, promotion, advertisement, e-marketing – Creating a strategy document for a specific campaign – Site traffic – Buzz level – volume, tone, dispersion – Viral video impact – Search volume – Number of impressions

Sample Key Performance Indicators (KPIs)

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Lesson 1: Understanding Organizational Strategy

©SHRM 2014

Customer Perspective

X% of customers indicate a “high” or greater level of satisfaction

Reduce the number of customer complaints by X%

Financial Perspective

Increase the amount of returns/revenue by X%

Reduce the amount of labor hours expended on administrative functions by X%

Process

Perspective

Reduce the # of errors identified during the process by X%

Reduce process inconsistencies across programs by X%

Innovation & Learning

20% of employees’ performance scores will be tied to obtaining at least X hours of applicable professional development each year

40% of managers’ performance scores will be tied to the development of their reports, as evidenced by additions to Skills Database

Example Metrics

Metrics

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Lesson 1: Understanding Organizational Strategy

©SHRM 2014

Ask Questions

Support others to solve problems

• Listening & interviewing skills

• Awareness of own problem solving style

• Acceptance or appreciation of different styles

• Model of how people solve problems

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Diagnostic Questions

I – Data Gathering Taking Action – IV

Planning the Solution – III II - Analyzing

Is there anything happening right now? What have you tried? What have you accomplished?

Describe exactly what happened Walk me through it What are the facts?

What are your plans? What are the strengths & weaknesses? What is the first step?

How would you categorize this issue? Why might this happen? What do you think is the problem?

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What Is the Real Issue?

Ask questions

Identify cause and effect relationships

Determine the root cause or real issue

State the Real Issue

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Communicating with Impact

• Link your ideas to the interests of the other person

• Be sensitive to how the other person prefers to receive information

• Be sure you understand the other person’s point of view

• Recognize his or her position even if you disagree and treat it as valid

• Be sure you know what you want out of the encounter

• Use multiple communication methods

• Be flexible and prepared to change your approach if you get new information or face resistance

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Audience Analysis

• Who is the audience?

• What do they value?

• What are their challenges?

• What’s on their worry list? Why?

• What do you want them to do? Or think?

• What must they believe in order to value your solution?

• How do you make them believe?

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Influence Skills

• Influence to: – Gain support for positions or

ideas

– Inspire others to take action

• Identify “what’s in it for them”

• Clearly articulate the idea and benefits

• Make sure they feel respected not manipulated

• Be flexible in communicating your ideas

• Consider timing – is the other person open to your ideas?

• Consider the messenger – are you the best person to advocate a position or idea?

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Techniques

• Approach people with friendliness and warmth

• Share your point of view frankly but neutrally

• Listen openly to others' opinions

• Be willing to negotiate

• Express appreciation

• Come on strong and don't back down

• Make people feel inferior and defensive

• Raise your voice in frustration

• Cut people off

• Express disbelief and impatience with their suggestions

Influence No Influence (avoid)

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A Model for Making a Point

State it

• The message

Explain it

• Elaborate on what you mean

Illustrate it

• Give an example – facts, data and / or story

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Maintaining Contact

• What can you do to remain in contact with internal clients?

– Send articles that may apply to them

– Call to discuss specific ideas

– Ask about specific events, issues in their department

• Think “How can I add value in advance?”

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Building a Better Case

Contents

A. Executive Summary

B. Context

C. Project Description

D. Implementation Timeline

E. Solution & Alternatives

F. SWOT Analysis

G. Financial Analysis

H. Result / Recommendation

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SWOT Analysis

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Strengths Opportunities

Weaknesses Threats

• What are the strengths of the initiative?

• How will they be maximized?

• What new opportunities result from this initiative?

• How will they be fully leveraged?

• What are the weaknesses?

• How will they be minimized?

• What threats exist as a result of this initiative?

• How will they be prevented or at least minimized?

Financial Analysis

• Determine initial investment

• Identify on-going costs and benefits directly associated with the proposed initiative

• Develop annual incremental cash flows over the entire expected project life

• Discount each project year annual cash flow at the appropriate hurdle rate (cost of capital)

• Analyze investment viability with multiple tools . . .

> NPV - Net Present Value

> IRR/ROI - Internal Rate of Return/Return on Investment

> PB - Payback Period

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Steps in the financial analysis process include . . .

Strategic HRM

Demographics and

Diversity

Changing Worker

Attitudes/ Values

Outsourcing Technological Advancement

Globalization

Connecting Organizational Strategy to HR Strategy

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Lesson 2: Formulating an HR Strategy

©SHRM 2014

HR Strategy

Talent Acquisition

Performance Management

Total Rewards

Training and Development

Talent Engagement

Five Major Components of an HR Strategy

Steps in Creating an HR Strategic Plan

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Lesson 2: Formulating an HR Strategy

©SHRM 2014

Example: Improve Talent Acquisition Process

Short-Term Indicators Long-Term Indicators Data Required

• Number of processes changed

• Number of employees hired under new system

• Increase in productivity

• Reduction in hiring cycle time

• Employee satisfaction in hiring process

• Baseline productivity numbers

• Baseline hiring cycle time

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Establish Success Measures

Measures of Success

©SHRM 2014

Lesson 3: Creating and Executing an HR Implementation Plan

What Strategic Leaders Say

Build your skill as a strategic contributor

Track metrics that managers value

Ensure HR role is running smoothly

Learn about the organization

Ask: How can HR make a difference?

Move away from the policing role!

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Move towards a partnership role

Build on the Basics to Ensure a Strategic Focus

Strategic Focus • Understand the competitive environment and your industry • Know the projections and direction for the business • Identify what HR needs to do to support the direction • Develop HR solutions to support the organization direction

HR Transactional Processes • Comp & Benefits

• Employee Development • Staffing • Legal & Regulatory • Employee Relations

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Personal Commitment

What is your key learning from today?

What is one idea that you will put into practice when you return to

your office?

What is one thing that you will share with others when you return to your

office?

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