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Maximum HR:Strategic Partnering
HR Tampa October 25, 2019
Key Learning Objectives§ Enhance your understanding of business
analytics§ Apply approaches to align human resource
strategy to the business strategy§ Learn practical tools and techniques to
enhance your personal credibility as a business partner
Two – Minute Partner Exercise§ Who influences you?
§ Who do you influence?
The true measure of leadership is influence - nothing more and
nothing less.
John C. Maxwell, Leadershift
Be Invited To The TableBecome a Credible Activist§ Establish credibility at all levels of an
organization§ Build trust by following through on commitments§ Have a point of view§ Demonstrate perseverance§ Keep up to speed on innovative HR practices§ Be an exceptional communicator with the ability
to frame complex ideas in simple and useful ways
Source: Victory Through Organization
We live in a world awash in information. Having access to information doesn’t give
you any competitive advantage.What gives you competitive advantage is
being able to curate that information, distil that information and say, ”All of of this is
noise, but this part is signal.” It is the ability to create clarity by
curating information.Daniel Pink, author
Business Measures In Reality
ü What is being tracked by the CEO / CFO?ü What measures are discussed in
meetings on a regular basis?ü What is being reported on to the board?ü What is middle management being
evaluated on?
Customer
People
Financial
Metrics
CEO’s Perspective:Talent Critical to Success
Source: C-Suite Challenge 2019, The Conference Board
Attracting and retaining talent
Developing next gen leaders
Aligning comp with performance
62%
41%
28%
Business AnalyticsSales/Revenue
• What leadership activity or behavioral economic variable best predicts real sales increase?ü High Customer Engagement/NPS
• What best predicts customer engagement?ü Employee Engagement/eNPS
Engagement Stuck…per Gallup0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
2016
2015
2014
2013
2012
2011
2010
2009
2008
2007
2006
2005
2004
2003
2002
2001
2000
ENGAGED
NOT ENGAGED
ACTIVELYDISENGAGED
People/Business Metrics§ Revenue per Employee• Productivity
§ Average TTF: Time to Fill• Lost revenue per vacancy
§ Turnover Rate: # terminations / average headcount• Cost of Turnover per position• Turnover by Manager
11111111111
222222222222
3333
44444
555555
6666
77
88
99
0 1 2 3 4 5 6 7 8 9 10
Turnover by Manager10 leaders with the highest turnover
represent 43% of all terms
Gallup research shows that a mind-boggling 70% of an employee’s motivation is influenced by his or her manager.
Double the number of great managers and reduce the number of lousy managers by 50%
What is the lever to create change?
Source: It’s The Manager by Jim Clifton and Jim Harter
CASTLE Model
§ Control § Aspirations§ Strategy§ Tactics§ Leverage§ Evolution
CASTLE Model§ Control – Mastery of the Financial
Performance of the Business
§ Aspirations§ Strategy§ Tactics§ Leverage§ Evolution
CASTLE Model§ Control – Mastery of the Financial
Performance of the Business
§ Aspirations – Vision, Mission, Values, Long-Term Goals
§ Strategy§ Tactics§ Leverage§ Evolution
CASTLE Model§ Control – Mastery of the Financial
Performance of the Business§ Aspirations – Vision, Mission, Values, Long-
Term Goals
§ Strategy – A plan for the business to focus
§ Tactics§ Leverage§ Evolution
CASTLE Model§ Control – Mastery of the Financial
Performance of the Business§ Aspirations – Vision, Mission, Values, Long-
Term Goals § Strategy – A plan for the business to focus
§ Tactics – The ways to achieve the strategy
§ Leverage§ Evolution
CASTLE Model§ Control – Mastery of the Financial
Performance of the Business§ Aspirations – Vision, Mission, Values, Long-
Term Goals § Strategy – A plan for the business to focus§ Tactics – The ways to achieve the strategy
§ Leverage – Build a business that is sustainable
§ Evolution
CASTLE Model§ Control – Mastery of the Financial
Performance of the Business§ Aspirations – Vision, Mission, Values, Long-
Term Goals § Strategy – A plan for the business to focus§ Tactics – The ways to achieve the strategy§ Leverage – Build a business that is
sustainable
§ Evolution – Continuous learning and change
CASTLE Model§ Control – Mastery of the Financial
Performance of the Business§ Aspirations – Vision, Mission, Values,
Long-Term Goals § Strategy – A plan for the business to focus§ Tactics – The ways to achieve the strategy§ Leverage – Build a business that is
sustainable§ Evolution – Continuous learning and
change
Enhance Your Personal CredibilityEducate yourself about other areas of the business
Be curious. Ask questions to
learn and lead.
Add value to people, help leaders stretch
to their potential
Show HR initiatives’ impact on the bottom line
Ask yourself:
Where can I add value today?
“Life is a like a ten speed bike. Most of us have gears we never use.”
Charles M Schulz
EMAIL:
VISIT:
www.merbachandassociates.com
TEXT/CALL:
407.948.0321
For more information
Sherri Merbach
HR Tampa October 25, 2019
