Page 1 © 2014 Visier™ © 2014 Visier™

Putting the Strategic in Strategic Business Partner

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WORKFORCE ANALYTICS AND PLANNING. SMART. INTUITIVE. COMPLETE.

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Dave Weisbeck, Chief Strategy Officer, Visier Dave Weisbeck leads the overall solutions success and strategy at Visier. Prior to joining Visier, Dave spent over 18 years in the information management and analytics industry, which included time spent helping to build Crystal Decisions and Business Objects products and product strategy. Most recently Dave was the senior vice president and general manager responsible for Business Intelligence, Enterprise Information Management and Data Warehousing at SAP.

PRESENTER

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Historically, many within the HR profession have lamented the lack of respect and acknowledgment for the services they provide. Now opportunity is banging at the door of every HR function to reverse that situation. The need to be more strategic and business-linked is evident.”

J. Robinson, and D. Robinson, Strategic Business Partner: A Critical Role for

Human Resource Professionals.

“

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ULRICH MODEL

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Strategic Operational

Process

People

Strategic Partner

Change Agent Employee Champion

Administrative Expert

Source: Ulrich (1997), Human Resource Champions

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ARE WE THERE YET?

6 Source: Hay Group, Next generation HR, Connecting strategy, people and work

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TODAY’S AGENDA

! The Three Where’s?: - Where From - Where Now - Where To

! What is a Strategic Business Partner ! Practical Steps to Become A Better Strategic

Partner §  Connecting to the Business §  Analytics as a Catalyst §  Planning as an Enabler

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Where From Where Now

Where To

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! Increased complexity of the workplace §  24/7 business, global competition, fading time/place

boundaries, risk and compliance

! Increased complexity of the workforce §  Offshoring, global mobility, contingent workers,

generational divides, war for talent ! New technologies

§  Social media, smart phones, Cloud, always-on

! Cost pressures §  Every function must justify itself with ROI

WHAT IS DRIVING THE CHANGE?

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EVOLUTION OF HR

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Incr

easin

g Va

lue

Employee Relations Administration Human Resource Effective Organizations

Compliance

Workers Compensation

Payroll

Training

Staffing

Workforce Planning

Talent Analytics

Performance Management

Organizational Design

Talent Acquisition

Leadership Development

Cost Containment

NOW leading lagging

Managing Talent

Managing Staff

Compensation

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What is a Strategic Business Partner?

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WHAT DOES IT MEAN TO BE STRATEGIC?

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COMPETENCIES OF BEING STRATEGIC

1.  Know the Goal §  Always act with the end in mind. Purposeful. With intent.

2.  Big Picture View §  Mental model of the end-to-end system. Past, present,

future. 3.  Think Divergently

§  Consider the alternative path. Look outside current boundaries. Be open. Ask “What if?”

4.  Think Critically §  Break things down to root causes. Analyze. Inspect.

5.  Align §  Seek convergence, not consensus.

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BEING STRATEGIC IS…

…the focus that allows individuals within an organization to marshal and leverage their energy, to focus attention, to resist distraction, and to concentrate for as long as it takes to achieve a goal.”

Jeanne Liedtka, “Linking Strategic Thinking with Strategic Planning”

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STRATEGIC BUSINESS PARTNER

Organizational development §  What are the group dynamics? §  What culture and beliefs

impact decisions and change? §  Organization design – system

thinking §  How do we remove friction or

conflict?

Partnering §  Coaching §  Consulting – 2-way

conversation §  Be willing to challenge – have

a point of view §  How do I build relationships

and collaborate? Rela

tions

hips

Human Resource Expertise §  Talent Management

§  Recruiting §  Compensation

§  What processes and technology improve efficiency?

§  What are the people goals and measures of success?

Business Expertise §  Who is the customer? What

problem do you solve for them?

§  Who is the competition? How do you compare?

§  What are the business goals and measures of success?

Expe

rtis

e

Adopted  from  Rothwell  &  Budscooter  (Ed.),  2012.    The  Encyclopedia  of  Human  Resource  Management  

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Practical Steps to Become A Better Strategic Partner

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How to: 1.  Understand the Business 2.  Improve your Big Picture Understanding and Be

a Better Critical Thinker 3.  Get Convergence and Alignment

3 WAYS TO BECOME MORE STRATEGIC BUSINESS PARTNER

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How do people impact the success of the business strategy?

1. UNDERSTAND THE BUSINESS

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The fundamental question to answer is:

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What is the business strategy? 1.  Who is the company’s core customer? 2.  What problems do your products/services

solve for them? 3.  Who is the competition? 4.  Where does the organization stand in

relation to the competition and customer?

1. UNDERSTAND THE BUSINESS

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The purpose of business is to create and keep a customer.” - Peter Drucker

“

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1.  Who is the company’s core customer? 2.  What problems do your products/services solve for them? 3.  Who is the competition? 4.  Where does the organization stand in relation to the competition

and customer?

§  Ask Sales, Marketing, Product Management, and/or

Customer Support. §  Establish relationships with people who deal with

customers on a regular basis, and stay up to date. §  Get out of the office. Visit a store or plant. Join a call.

1. UNDERSTAND THE BUSINESS

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How do people impact the success of the business strategy?

§  Increase customer satisfaction? §  Drive innovation? §  Achieve execution excellence, and process efficiencies? §  Bring regional expertise and knowledge?

Once you understand the customer, then make the connection:

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Big Picture View §  Mental model of the end-to-end system. Past, present,

future. Think Critically

§  Break things down to root causes. Analyze. Inspect.

The goal is to understand connections. What will the impact be to a change? The secret: analytics!

2. BIG PICTURE, THINKING CRITICALLY

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2. IMPROVE YOUR BIG PICTURE UNDERSTANDING

REPORTS ! Measure single data points

! Provide information – the what

! Guide operations

! State past and present

! Tabular outputs of counts and rates

ANALYTICS ! Connect multiple data points

! Provide insights – the why

! Drive strategy

! State past, present, and predict the future

! Visual outputs of patterns and

trends

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TALENT RETENTION

“Voluntary Resignations are at a 5-year high.”

Bureau  of  Labor  StaGsGcs  Job  Openings  and  Labor  Turnover  Survey  October  2013  

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BREAKING AWAY FROM REPORTS

We need to find the connections: ! Understand: what is the real situation? Do we have a problem? ! Hypothesize: what factors do we believe are impacting resignations? ! Test: is there a relationship? Yes, then understand…

Common approaches: ! Turnover rate ! Turnover by

organization ! Voluntary turnover

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UNDERSTAND

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HYPOTHESIZE

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TEST - IS IT COMPENSATION?

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TEST – IS IT CAREER DEVELOPMENT?

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WHY THEN?

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Align §  Seek convergence, not consensus.

! The goal is to make decisions and actions

happen. Own the process for decisions.

! The secret: Planning

3. GET CONVERGENCE AND ALIGNMENT

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WORKFORCE ANALYTICS AND PLANNING

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THE PURPOSE OF WORKFORCE PLANNING

The purpose of workforce planning is to allocate the right people to the right position at the right time. The activity of workforce planning is therefore the set of choices about where to allocate people and how to be able to measure the effect of those choices.

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BAD PLANNING

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GOOD PLANNING

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! Practice thinking and acting strategically §  End in mind, big picture, divergent, critically, aligning

! You must own the connection of how people impact the business strategy §  Understand the customer and competition to understand

the business ! Use Analytics to be a great big-picture, critical

thinker §  Understand, hypothesize, test, repeat

! Use Planning to own the process to decisions and action §  Collaborative, regular, consistent

RE-CAP

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