Driving Business Performance in 2014- HR Centricity & Alignment

Scott Hamilton

President & CEO

Executive Next Practices Institute Managing Director, NextWorks™

HR Strategy Certified Session

Boardroom to Loading Dock Alignment •

Agenda • What are your strategic & tactical issues?

• A practical framework for execution

• Boardroom perspectives- Larry Cabaldon

• New alignment methods- integrating the

latest social media and neuroscience

techniques

Scott Hamilton

Scott Hamilton

Development of Global to Local Workforce strategy Programs to maximize engagement and potential of

your organization to execute your key business initiatives

Building leadership capability

AllignMaps™ Boardroom Performance Customer Centricity©

Session Leader

Executive Next Practices

Institute

(C-Suite Think Tank)

.

ENP Forums

Our Clients & Partners

2008-2013 Global Brand Turbulence

.

Next Practices Ideas, processes, concepts and

solutions that move us beyond the “status quo”.

Not “how are others doing it best” but rather, “where do we go from

here that represents a true fundamental shift in value”…

Cautions from Neuroscience • Your employees average 5 hours of solid

thinking a week

• _____:I do my best thinking at work

• _____:I do my best thinking at home

• _____:I do my best thinking elsewhere

If we are paying attention, we understand what someone is saying ________% of the time.

_____% of the time, feedback fails to produce the desired outcome.

Creating a threat – without knowing it

• Self – personal characteristics

• Task- General to-dos, strategy with cross functional teams

• Detail- Micro management

Market Value Creation Eliminate Which factors can you eliminate that your industry has long competed on?

Raise Which factors should be raised well above the industry’s standard?

Reduce Which factors should be reduced well below the industry’s standard?

Create Which factors should be created that the industry has never offered?

ELIMINATE Star Performers Animal shows Aisle concession sales Multiple show arenas

REDUCE (Family audience to targeted adult entertainment) Fun & Humor Thrill and Danger

Raise Unique Venue

Create Theme Refined environment Multiple productions Artistic Music and Dance

Business Impact-Assess YOUR top 3 to 5

Strategic Approach to HR

Next Practices HR

Revise Processes? Breakthrough Teams

Avoid Risks? Regulatory Training

Explore outsourcing? 3rd party perspective

Exploit – create revenue? Ideation sessions- cross functional (what can we do others can not)

Your Next Steps

• Identify your top 3 to 5 BUSINESS initiatives

• Form cross functional teams with champions

• Guidelines, not rules

• Optimum way, not how it is done today

• Metrics

• Communicate progress- often

Your Priority

Picking your targets and workforce

initiatives of highest value in a resource constrained environment.

What will you use to gain internal

investment, employee focus and commitment to your plans?

What do you do going forward from today

that will ignite broad based support and a

Macro Issues 2014

Recession fatigue

Uneven economy

Retain and develop talent

Rein in costs

Invest in innovation/productivity

Strengthen your “core”

Bottom line- “No better time to re-group

and move forward”

Mission critical conditions for personal

success 2014

1. Excellent communication skills

2. Ability to make a business case

3. Influencing ‘up’

4. Teaming skills

5. Forecasting

6. Big picture mindset

7. Know what to START and what to STOP doing

The engagement challenge= a lack of trust…

Since last year, do you have more or less trust in…

Senior Management (U.S.) - 76%

Senior Management (non U.S) - 51%

Academic Institutions - 21%

Customers - 18%

Colleagues - 10%

Source: HBR 1024 respondents June 2013

Organization Readiness-Barriers to Performance

and Execution

80% or more of most projects and initiatives fail*

65% of workforce not fully committed

50% or more of “organization” potential is untapped

*source HBR 2007

What is Alignment?

Beyond just engagement

Hard vs. soft impact

True behavioral change

Cross functional

Shared purpose…intent

Collaborative

Barriers to Performance and Execution

80% or more of most projects and initiatives

fail* 65% of workforce not fully committed 50% or more of “organization” potential is

untapped *source HBR 2007

Challenges of Alignment

Engagement to the “what and why”

Maintaining focus over time

Noise and competing “priorities”

Complexity

Behavior- legacy and resistance to change

And the list goes on….

Alignment to Value

• .

Building the Alignment Platform

Techniques for alignment

1 Where are

we going?

Mapping the

Ideal Future

for clarity and

build

“common

ground”

Conditions for successful execution

2 Engage –

people must

“experience”

what it is you

want to them

to support

and do

Value of an “Experience” Vs. Telling

Have everyone experience the “Big

Picture” view of all global HR

challenges and what their role will be.

Integrate social media- live connection

AllignMap

• One Page Business

Model

Conditions for successful execution

3 Line of site

metrics-

Every

process,

every level

Next Practice- HR Communications

CIRCLE OF EXECUTION • Emphasis has been on the

Circle of Execution

• C-Level focus

• Barriers, fear, silos, rules, lack of communication

• War for Talent

• Are we missing something?

Best Practices: Circle of Execution (COE)

CIRCLE OF PROTOCOL

• Historically companies “Built to Last”

• Now Built to Cash SHV

• Not about working together

– Disconnected, Babel/MUDA

– Loss or loyalty, commitment, challenge and winning together excitement

– No trainees, no common vision, no time or focus

– Executives 3-5 years

• Challenge-Align B & C and improve performance

CFOCFO

Board

CEO

Auditors

Lawyers

Regulators

Analysts

Investment

bankers

Bankers

Press

Wall Street

CFO CIO CMO CHR

Next Practices: Align the Boardroom and Executives

CIRCLE OF

EXECUTION

Areas for Next Practice Development- CEO’s

Processes - Talent acquisition- rebuild pipeline from birth to maturity of candidates

Infrastructure- All non-core support outsourced

People- new productivity and “idea exchange” using social media and focus groups

Call to Action- where do you want to be?

1. Self actualized

2. At command

3. Nothing (unemployable)

Are you willing to take smart risks?

Be more visible?

Be known for bringing concepts of high value to the table?

An Open Secret About Influence

Influence does NOT follow hierarchical lines of authority

Inner Circle- makes the decisions

Network- makes it happens

Everyone else- at command

Your Call to Action- Next Steps to the

Success of Your HR Initiatives:

888.857.9722

Scott.Hamilton@enpinstitute.com

Option 1 Option 2

Assess and Position

Your Case

Complimentary one

hour assessment call

with as extension of

today’s workshop – to

queue up your

business “case” to set

your team into action

Action Mapping

The need is

established for your

crucial initiative.

We’ll run a half-day

to 2 day AllignMap

workshop that plans

the initiative's

execution

888.857.9722

Scott.Hamilton@enpin

stitute.com