HR as a Strategic Business Partner
Download
Report
Transcript HR as a Strategic Business Partner
The Iowa Experience:
Human Resources as a
Strategic Business Partner
Mollie K. Anderson, Director
Iowa Department of Administrative Services
For the International Personnel Management Association
October 1, 2004
1
Why Did You Choose HR?
Why did you get into HR?
How long have you been in this field?
Where do you want this profession to take
you?
2
What an HR Professional Is
The systemizing, policing arm of
executive management
An advocate for employees
Strategic business partner for customers
A champion for change
3
The Primary HR Goal
Get the right person…
With the right skills…
Into the right job…
With the right supervision to meet performance
expectations and …
Add value to the organization.
4
The Primary HR Questions
How do you attract and retain quality
employees?
How can you become a strategic partner
with your customers?
How do you improve productivity and ROI?
What issues affect employers’ ability to
meet company goals?
5
HR Challenges Today
Changing employee demographics and needs
More competition for a skilled workforce
Focus shifting from regulation to service
Demand for customized service
The need to support desired business
outcomes and affect the bottom line
6
The Iowa Experience
Department of Administrative Services
combined 3 ½ agencies in 2003
Adopted the entrepreneurial management
concepts of strategist David Osbourne
Four goals: Improve customer service, save
money, streamline, and use resources in a
more flexible manner.
Unique financing approach
7
Entrepreneurial Management
A customer-focused (NOT program
focused) approach…
To delivering services (NOT running a
program)…
In a competitive marketplace (NOT a
monopoly.)
8
How DAS is Set Up in Iowa
A complement of infrastructure and facilities
services, including full range of HR functions
Each fee-based operation covers its costs
Customer Councils set utility rates
‘Rowing and steering’ functions separated
Moving toward one-stop shopping model
9
What DAS Started With
Traditional financial infrastructure
‘Old’ agencies without legislative champions
Thirty percent budget cuts over three
previous fiscal years
Highly tenured, program-focused employees
Grumpy, uneducated customers
10
What DAS Has Done
Passed enabling legislation
Developed fee-based financing models,
determined service costs, and reduced
cross-subsidized ‘drug deals’
Adopted an internal shared services model
Established and empowered customer
councils
11
What DAS Is Doing Now
Refining financing and legislative
framework
Eliminating silos between merged agencies
Engineering a culture change
Re-motivating employees with training and
incentives
12
The Iowa Approach to HR
Define internal and external customers
Know your customer(s) and their
business(es)
Know your business goals and what it
takes to achieve them
13
Setting HR Priorities
Know your customers’ (internal and
external) priorities
Understand the financial risk
Evaluate the potential for improvement
14
How to Create a Compelling
Picture for Action
Do your homework and be prepared to tell
your story
Identify risks of inaction
Know the impact on financing and
productivity
15
How to Get Your Own Team On
Board
Lay out clear expectations
Use a customer service representative
model and service delivery agreements
Use performance evaluations and reward
programs
16
Example: Workers Comp
Start with the viewpoint that people are the
face of government
Tell the story simply, using the numbers
Define the risk (financial, productivity) if no
action is taken
17
How to Get Invited to the
Decision Making Table
Connect with customer goals—save
money, streamline processes, etc.
Know your business—and your customers’
business
Articulate a compelling story
Follow up!
18
What Role Does
Communication Play?
Start with research—know the facts
Tell your story in a compelling,
understandable way
The ‘visual identity’ concept works
Repeat, repeat, repeat
19
Use the Tools
For the basics, an FAQ
Annual reports
Newsletters or bulletins
Crisp financial results
20
What You Can Measure
Customer satisfaction
Financial goals
Grievances
Processing time
Turnover/retention
21
The Bottom Line
Watch the people who have leveraged their
HR expertise to move ahead.
HR is no longer just a knowledge game—
you must be able to apply what you know.
You must be able to listen, evaluate and
persuade.
22
What You Can Do to Develop
Your Skills and Career
Education
Write and talk
Use associations and seminars
Move around in HR specialties and to career
opportunities
Cross-functional teams
Look for emerging issues
23
Lessons Learned—a Recap
Be proactive, not reactive
Know your customers and your business
Do your homework
Learn from others when you can
Be concise and clear
Keep current on emerging issues
Get involved in HR organizations
Sometimes you have to move
You can’t go it alone
24
Question
and Answers
Visit the DAS website,
http://www.das.iowa.gov
25