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David Green, SPHR, SHRM-SCP
CHRO, Tennessee Orthopaedic Alliance
Framework for Strategic HR
Identify tools ◦ Universal
◦ Scalable
◦ Deployable
Develop personal strategy◦ Organizational needs
◦ Personal strengths
◦ Development
Personal background
Professional influencers◦ Main Event Management Model-Netics
◦ Human Capital Institute Talent Life Cycle
◦ Corporate Executive Board Employee Engagement
◦ Kathleen McCutcheon Mentor and HR Leader
Plan
Evaluate
Lead
Deploy
Develop
Retain
Engage
Acquire
Plan
Evaluate
Lead
Deploy
Develop
Retain
Engage
Acquire
Plan
Evaluate
Lead
Deploy
Develop
Retain
Engage
Acquire
Plan
Evaluate
Lead
Deploy
Develop
Retain
Engage
Acquire
Strategic Workforce Planning◦ Linking business strategy and workforce
solutions
Strategy Need – Have = Gap
Strategy ◦ Profitability◦ Efficiency◦ Growth ◦ Survival
Timeframe Business acumen and insight Alignment across organization
Need◦ Roles Type
FTE
◦ Skills
◦ Competencies
Have◦ Inventory Roles
Types
FTE
Skills
Competencies
Gap◦ Identify solutions
◦ Prioritize
◦ Plan
◦ Implement
Talent Acquisition◦ War for talent
◦ Candidate experience
◦ Quality of hire
War for talent
April, 20172.9%
Candidate experience◦ Brand presence and differentiation
◦ Passive candidates
◦ User experience
Quality of Hire◦ Interviewing process
◦ Interviewer skills
◦ Speed of identification and selection
◦ Onboarding
Engagement is not Satisfaction
Discretionary Effort + Commitment to Stay
Discretionary Effort
Commitment to Stay
Employment Value Proposition
Drivers of attrition vs retention◦ Magnetic polarity – push or pull
◦ Dozens of factors
◦ Varies by individual
Retention risk analysis◦ Stay Interviews
◦ Performance and Flight Risk
◦ Prioritization for action
Pro
ducti
vit
yLow
-H
igh
Flight RiskLow - High
Strategic workforce plan◦ Blueprint for organizational needs
◦ Skills
◦ Competencies
Individual development plan◦ Employee owned
◦ Manager enabled
◦ Broader organizational focus
Train◦ Classroom◦ Online
Expose◦ Special projects◦ Cross functionality
Connect◦ Management◦ Mentors and leaders
Organizational initiatives◦ Right people – Right Place – Right Time
◦ Organization design
◦ Proactive or reactive
Individual initiatives◦ Career pathing
◦ Individual development plan
Peter PrincipleTen Signs of Incompetent Management
Bias against action Focuses on small tasks
Secrecy Allergic to deadlines
Over sensitivity Addiction to consultants
Love of procedure Can’t hire former EEs
Prefers weak candidates Addicted to long hours
Individual or programmatic
Executive coaching◦ Remedial or developmental
◦ Clarity of distance
◦ Mentor program
Leadership development programs◦ Ongoing
◦ Skills-based
Succession planning◦ Necessary but unpopular
◦ HR driven
◦ Keep it simple “Oh, well”
“Oh, no”
“Oh, $#@!&*%!!”
“Not everything that counts can be counted, and not everything that can be counted counts.
- Albert Einstein
What are the measures that matter?◦ Strategy
◦ Workforce
What?◦ Data
So What?◦ Information and insights
◦ Trends
Now What?◦ Decisions
◦ Actions
Plan
Evaluate
Lead
Deploy
Develop
Retain
Engage
Acquire
Organizational awareness◦ Areas of organizational concern
◦ Strategy
◦ Evaluation – Data
◦ Business leader outcry
Root cause ◦ Greatest ROE – Return on Effort
◦ Low hanging fruit
Assess your organization◦
Assess your skill set
Identify your insertion point
Build your advocacy
Get started