STRATEGY AND CULTURETHE PATH TO EXTRAORDINARY TALENT MANAGEMENT

Pennsylvania State Council of SHRM, Inc.September 21, 2017

A. B. C. D. E. F.

0% 0% 0% 0% 0% 0%

HOW HIGH ARE YOUR EXPECTATIONS FOR THIS SESSION ON STRATEGY AND CULTURE?A. I don’t have anyB. I don’t have any because I don’t

want to be let downC. I really don’t know what to

expectD. I have high expectationsE. I have moderate expectationsF. I’ve learned from experience if

you have low expectations, you are only occasionally disappointed

2

HUMAN CAPITAL TRENDS & NEEDS

THE HR WORLD MOVING AT THE SPEED OF LIGHT

2014 Reinvent performance management Leaders at all levels Multi-generational work force that has little and everything in

common

2015 Creating an elastic workplace The open talent economy Innovating the talent brand Thinking like an economist

4

THE HR WORLD MOVING AT THE SPEED OF LIGHT2016 Design thinking – crafting the employee experience Organizational structure – the rise of teams Shape culture, drive strategy Engagement – an art and science

2017 Leadership disrupted – the need for a younger, more agile,

digital-ready leader Experiential learning Need to “be digital” not just “do digital” Careers and learning – real time, all the time

5

COMMON THEMES DURING THE LAST 7 YEARS Leadership is both critical and missing throughout most

organizations

Employee engagement is the difference between good and great, and engagement only happens if it is authentic, compelling, and impactful

Culture is at the core of almost everything

Performance management systems need to be rethought

Business Success is how HR departments will be evaluated

6

A. B. C.

0% 0% 0%

DO YOU BELIEVE THESE ISSUES AFFECT ALMOST ALL BUSINESSES & ORGANIZATIONS REGARDLESS OF SIZE?

A. YesB. NoC. Uncertain

7

A. B. C. D. E.

0% 0% 0% 0% 0%

TO WHAT EXTENT IS YOUR ORGANIZATION DEALING WITH SOME OF THESE ISSUES ?

A. It isn’tB. Small extentC. Moderate extentD. Good extentE. Great extent

8

EVOLVING ROLE OF HR PROFESSIONAL

A. B. C. D. E. F. G. H. I.

0% 0% 0% 0% 0% 0% 0% 0% 0%

WHAT ARE YOUR 2 GREATEST CHALLENGES?

A. I don’t have anyB. RecruitmentC. RetentionD. Performance managementE. Motivating employeesF. Training employeesG. Incenting employeesH. Developing supervisors and

managersI. Other

10

A. B. C. D. E. F. G. H. I. J.

0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

HOW IS HCM PRIMARILY VIEWED IN YOUR ORGANIZATION? SELECT THE TOP 3 RESPONSES

A. Employee payroll and benefitsB. Responsible for recruitment and

retentionC. Critical support functionD. Executive-level functionE. HR problem solverF. Business problem solverG. CatalystH. Major contributor to the

organization’s strategyI. Contributor to the organization’s

bottom lineJ. Other

11

THE HR PROFESSIONAL POSITION MUST EVOLVE

Human Capital Manager must evolve to become a…

Human Capital Strategist (HCS)

12

CORE UNDERSTANDING OF A HCSThe Human Capital Strategist views their responsibilities through a different lens than a conventional Human Capital Manager.

That lens is influenced by the belief that…

Mindset Matters

Culture is the 10-Ton Gorilla

Strategy is critical

13

MINDSET MATTERS HR Professionals are not about:

Hiring employees…they are about creating a talent brand. Employee retention…they are about developing leaders at all levels,

and creating an elastic workspace where talents can be leveraged. Executing organizational direction…they are about assisting in

creating strategy. Training…they are about experiential learning that engages

employees.

HR Professionals are not managers they are catalysts and facilitators

HR Professionals more impactfully contribute to the organization’s bottom line than almost or more than any other function.

14

THE HAPPY SECRET TO BETTER WORK

3 min portion of a TED Talk on “The Happy Secret to Better Work”

By Shawn Achor

15

EMPLOYEES ARE COMPLEX & CHALLENGING

Employees are much sharper then some let on and we believe

Employees are more than their skillsets

Employees are more than assets

Employees will meet higher expectations in the right environment

16

CULTURE IS THE 10-TON GORILLA Organizations manage their strategic plans, their business plans,

their HR plans, budgets, their workforce… everything but their culture

Culture is the “secret sauce” that is the determining factor in whether an organization is OK, Good or Great

HR in partnership with the organization’s leadership team must role model the desired culture and lead and manage to that culture

Employees must be recruited, retained, developed, recognized and promoted with culture at the core

17

A. B. C. D. E.

0% 0% 0% 0% 0%

TO WHAT EXTENT DOES YOUR ORGANIZATION BELIEVE CULTURE IS A MAJOR CONTRIBUTOR TO YOUR ORGANIZATION’S BOTTOM LINE/SUCCESS?

A. It doesn’tB. Small extentC. Moderate extentD. Good extentE. Great extent

18

A. B. C. D. E.

0% 0% 0% 0% 0%

TO WHAT EXTENT DOES YOUR ORGANIZATION MANAGE ITS CULTURE & FULLY HOLD EMPLOYEES ACCOUNTABLE TO IT?

A. It doesn’tB. Small extentC. Moderate extentD. Good extentE. Great extent

19

HR MUST PUT CULTURE FRONT & CENTER

Culture is the “secret sauce” that is the determining factor in whether an organization is OK, Good or Great

HR in partnership with the organization’s leadership team must role model the desired culture and lead and manage to that culture

Employees must be recruited, retained, developed, recognized and promoted with culture at the core

20

HR’S IMPACT ON CULTURE Interestingly HR many times unintentionally distracts from the

desired culture or does not role model the culture

WHY DOES THIS HAPPEN & HOW DOES THIS HAPPEN?

21

STRATEGY IS CRITICAL

Today’s businesses, whether they know it or not, require a HR professional who can think not only tactically but strategically.

In order to leverage the full skills, talents, and intellectual capital employees must be fully and willingly engaged.

Organizations do not accomplish this through tactical HR one-offs; it requires vision, strategic intent, resources (not for wages and benefits), and a forward-leaning culture

22

LEVERAGING INTELLECTUAL CAPITAL

Always begin an interview process (online, in writing, in person) with culture

Hire for culture

Hire for mindset as much as skill set

Hire around an organizational vision, not just a job description

Hire with strategic intent

23

LEVERAGING INTELLECTUAL CAPITAL

Interview not only for the position, but the culture, and the organization’s vision and strategic goals

You will ask entirely different questions with this mindset

Interview the employee with a mindset towards their being there for 2 years and for 10 years

This will provide different perspectives and provide insights; and insights can lead to ways to leverage talents and mindsets

Interview them with the mindset they are absolutely critical to your organization’s future, not a critical job to fill

This brings a different mindset which will lead to a different impression your are leaving

24

LEVERAGING INTELLECTUAL CAPITAL

Onboard every employee as if they were a member of the leadership team; because you want leaders throughout the entire organization

Begin the onboarding process before the employee begins their first day based on what you want them to be feeling and thinking on their first day

Make it clear what your cultural and strategic expectations are for them

Make certain they fully understand how they are contributing to the success of the business; and not just from a bottom line perspective

25

LEVERAGING INTELLECTUAL CAPITAL

At the outset, identify an employee’s experience highlights, interests, talents with the intent of leveraging their intellectual capital

Design a variety of ways and methodologies to solicit employee feedback and input on critical business strategy

Communicate with employees with strategic intent; with industry-wide perspective; with more than an “informing” mentality

26

TALENT APPRAISAL & ENGAGEMENT

Start with the end in mind, and it is not about hiring to fill positions, or to make certain that everyone is evaluated annually, or to keep

people for leaving - it is about contributing to the organization’s end game and its long-term success

Think like a strategist

Influence and then hire to the required culture

Develop a strategy to appraise talent (vs. interviewing talent)

Develop an organizational-wide engagement strategy

27

IN CLOSING…

“GRIT” – FOOD FOR THOUGHT

29