HR Driving Operations Strategy - HR as a Strategic Business Partner Business Relationships Business Relevance HR Leadership Mindset and Capability HR Change Management Does your HR ...

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  • HR Driving Operations Strategy

    Steve Geiger, Cameron

    19 April 2016

  • Overcoming HRs Reputation

    Why We Hate HR

    After close to 20 years of hopeful rhetoric about

    becoming strategic partners with a seat at the table

    where the business decisions that matter are

    made, most human resources professionals arent

    nearly there. They have no seat, and the table is

    locked inside a conference room to which they

    have no key. HR people are, for most practical

    purposes, neither strategic nor leaders.

    -2005 Fast Company article

    Human Resources:

    Strategic Partner or Paper-

    Pusher?

    ORGANIZATIONS OFTEN CLAIM THAT:

    People are our greatest asset

    But do they understand how HR influences

    company performance?

    Do HR people feel like they play an important

    role in implementing the organizations

    strategy?

    Does HR really matter?

    -Juan I. Sanchez, Ph.D.

    Department of Management & Intl Business

    Florida International University

    2007

    Moving from Cost Center to

    Strategic Business Partner

    Becoming Strategic Start Testing the Roots of Your

    Vulnerability.

    Challenge Your Creativity.

    Seize the Opportunity: Take Control &

    Act Now!

    Think Like a Business Person First.

    Perfect Market Conditions for New

    Ideas.

    Clint Tripodi

    The Pendolini Group

    April 2014

    2

  • 3

    HR as a Strategic Business Partner

    Business Relationships Business Relevance

    HR Leadership Mindset

    and Capability HR Change Management

    Does your HR team have

    strong relationships with

    the CEO and the

    Companys top leaders?

    Does your HR team have

    a deep understanding of

    the Company strategy and

    the role they play in

    helping the organization

    achieve its goals?

    Do your HR leaders have

    the business acumen and

    leadership skills to be the

    trusted advisors your

    executive team needs?

    Is your HR organization

    ready to reposition itself as

    strategic business

    partners?

  • A Look Back: Cameron International 2011

    Revenue: $6.9 Billion

    Headcount: 22,500

    Five Divisions:

    Drilling Systems

    Surface Systems

    Subsea Systems

    Valves & Measurement

    Process & Compression Systems

    2011 Executive Strategy Meeting

    Strategic Direction:

    Customer & Service Excellence

    Significant 2012 Profit Objectives

    Shared Service Model

    Consensus:

    Missing the glue to successfully

    achieve these objectives.

    Barrier to HR as a Strategic Partner:

    CEO Trust

    Root Cause of this Barrier:

    Leadership Mindset & Capability

    4

  • 2012 Launch of One Cameron: The Glue

    5

  • 2012 Launch of One Cameron: The Glue

    2011 Annual Report

    6

  • 1994-2016 Senn-Delaney Leadership Consulting Group, LLC. All rights reserved. 7

    Barrier #2: Culture =

    Executive Alignment

    Root Cause Barrier:

    Leadership mindset

    jaws of culture

    low results

    few out

    many in

    cultural barriers

    initiatives

    One Cameron

    Customer experience

    Quality

    Aftermarket

    Enterprise excellence

    OPTIMUS

    turf issues

    resistance to change

    hierarchy

    bureaucracy

    blaming and excuses

    lack of:

    bias for action

    trust

    openness

    teamwork

    can-do attitude

    customer focus

    2012: Ability vs. Willingness

  • Launch of Cameron Strategy Map

    2013 STRATEGIES

    No one gets hurt,

    Nothing gets

    harmed

    Promote a healthy,

    high performance

    culture:

    Accountable,

    Empowered,

    Informed

    Select, train,

    develop and

    recognize qualified

    & engaged

    employees

    People Process & Technology

    Customer Finance

    Acquire and retain

    best customers

    Deliver on our

    customer

    commitments

    Build trust-based

    relationships through

    service excellence

    Grow enterprise value

    Grow revenue faster

    than the market

    Grow EBITDA faster

    than revenue

    Continuously improve

    Working Capital

    Grow return on

    invested capital

    Grow EPS

    A PEOPLE STRATEGY

    We create the flow control technology that energizes the world 8

  • 2013: HR Implementing the ONE CAMERON Strategy

    Managing HR as a Business:

    Barriers to Success

    Barrier #3: HR Mindset

    Barrier #4: HR

    Misalignment

    Barrier #5: HR Systems &

    Resources

    9

  • HR Strategy Map

    We create the flow control technology that energizes the world

    CAMERON STRATEGY MAP

    2014 CAMERON HR STRATEGIC INITIATIVES & FOUNDATIONAL OPERATIONS

    People Process & Technology

    Customer Finance

    Employee Engagement

    Talent Readiness: Hire to

    Retire o Executive Talent o Plant managers o Engineers o Field service o Project managers

    Global Recruiting

    optimization

    Employee

    Communications

    GRDP and University

    Relations

    Training optimization oLearning Management

    System (LMS)

    HR Optimus value

    realization

    Recruiting Effectiveness

    & Efficiency

    Payroll oOptimus, SAP oMaster data

    management

    Benefits Process &

    Technology oUS Healthcare trend oBusiness Solver,

    Healthy Roads

    Mobility effectiveness

    HR Compliance

    HR Customer Satisfaction o Business leaders o Employees o Candidates

    Recognized value

    HR Value to Cameron and One

    Subsea:

    We deliver the right people in

    the right jobs at the right time to

    meet the business needs. We

    develop, deploy and manage the

    highly effective and cost-efficient

    HR processes and systems

    required to create, reinforce and

    sustain a qualified and engaged

    workforce. We support Cameron

    and One Subsea in being

    increasingly profitable.

    10

  • To the Cameron Board of Directors

    #1 HR Barrier to Companys Success:

    2013: HR Implementing the ONE CAMERON Strategy

    Barrier #1: Leadership Bench

    Strength Root Cause:

    Leadership Development

    11

  • Finance

    (Internal Selection)

    June 2014 -

    August 2015

    CIO

    (Internal Selection)

    August 2014

    T100

    (Development)

    October 2014 August

    2015

    President

    (Development)

    December 2014 -

    Present

    CEO

    (Development)

    January 2015

    CIO

    (External Selection)

    February 2015

    Leadership Assessment Timeline

    12

  • 2014: Measurement & Recognition

    Measurement: HR engagement with top 75+ KPIs

    HR strategy and objectives aligned to Camerons

    Established goals; ongoing measurement & assessment

    Significant positive correlation with TRIR, DAFW, OTD, Customer

    Satisfaction, margin improvement

    Board and President Support

    HR alignment to Company strategy and objectives

    Measurable HR goals and objectives drove executive-level support

    HR earned seat at the table

    13

  • Key Takeaways

    Business Relationships Business Relevance

    HR Leadership Mindset

    and Capability HR Change Management

    Earn the trust of executive

    leadership through

    measurable results in key

    areas that align to business

    objectives.

    Align HR goals and

    objectives with company

    strategy.

    Ensure HR leadership has

    business acumen needed

    to align strategy

    development and

    execution to company

    objectives.

    Drive positive

    transformation of HR

    organization from

    administrative focus to

    strategic business partner.

    14

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