Transcript CSD in PET - VicLawrence
Human Resources:
The Strategic Business Partner!
Strategic Human Resources
Transforming HR from a personnel function to a Strategic Business Partnership
Introduction: Why SBP
The new HR
4 Concepts
SBP Accountabilities
• 3 Kinds of Work • The Need Hierarchy • Business Needs/Performance requirements • Who to Partner with • Build Client Partnerships ACT • Identify and Partner to Support Strategic Projects • Influence Business Strategies & Direction Highly Restricted
Introduction
A Look Back
Before 1970s Next 25 years Millenium Next 25 years
Personnel Department Maintain employee records and information Respond to what is urgent Name change from Personnel to Human Resources People issues to manage became more complex Need to “protect” workers regarding health, safety, pay and benefits – Employee Advocate HR Functions broadened – OD, Change Mgt.
Changing times change – environment becoming more complex, competitive, challenging Retaining and optimising talent, managing organisational Technology, outsourcing Operate more strategically and operationally Optimise workplace performance to maximise results of the organisation Perceived value and results Highly Restricted
Introduction
Why We Hate HR
“In a knowledge economy, companies with the best talent win. And finding, nurturing, and developing that talent should be one of the most important tasks in a corporation. So why does human resources do such a bad job - and how can we fix it?” Keith H. Hammonds Highly Restricted
Why Strategic Business Partnering?
SBP are people who work with management to define, align and implement people initiatives to benefit the business
There is a strong need for the HR function to adopt a more strategic and business like approach A need to make significant contribution to the bottom line Gap between what business leaders and employees need from HR and what HR is providing Partner with middle/senior managers and develop deep knowledge of the business requirements and the challenges these individuals face SBPs develop ACT – gain Access, grow Credibility and develop Trust A project focused role where we identify and partner with clients to support strategic projects that directly address one or more business needs Earn the right to sit at the table with clients – formation of business strategies, integrating and executing people initiatives in support of business plans Highly Restricted
Key Concepts
“I just learned that I am going to be working in the role of a Strategic Business Partner. …What do I do now?”
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Four Concepts – The Strategic HR Approach
1. HR function supports 3 kinds of work
2. The Need Hierarchy – what SBPs discuss with clients 3. Translating Business needs to human performance requirements 4. Determining the client or who to partner with
1. Transforming HR - 3 Kinds of Work 3) Strategic 2) Tactical 1) Transactional
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Transactional Work
Administrative in nature
Order taking manner
Quick turn around
Addresses needs of individuals
Requires providing information or guidance to the individual
– Requests to counsel a supervisor – Requests to fill an open position – Identifying a training program to address a developmental need Highly Restricted
Tactical Work
The many solutions HR offers to achieve a goal – our turf
Requires design/delivery of solutions
Training Recruitment Organizational redesign Compensation Succession Planning
Tendency to be silo’d into solution specialists
Programmable, Resource intensive
Benefits work groups
Usually integrated into a strategic initiative
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Strategic Work
Addresses and benefits business entities and entire organisation
Macro focus and linked to business goals
Long term in scope
Is solution neutral
Requires multiple solutions/tactics –
eg. translating business strategies and goals to human performance requirements Highly Restricted
Strategic Business Partners
Partner with leaders …to define & implement people initiatives …for strategic success
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Four Concepts – The Strategic HR Approach
1. HR function supports 3 kinds of work 2. The Need Hierarchy – what SBPs discuss with clients
3. Translating Business needs to human performance requirements 4. Determining the client or who to partner with
2. The Need Hierarchy
What SBPs discuss with clients
Business Needs
– operational in focus, quantifiable, requires multiple efforts, needs/goals for an entity
Performance Needs
– behaviour on the job, activities done to meet business needs
Work Environment Needs/Solutions
– infrastructure, work processes, intangibles
Capability Needs/Solutions
– skills and knowledge the employee needs to perform effectively Business and Performance needs are the results to be achieved Environmental and Capability needs are the root causes of non performance Impacting operational results requires changing people’s performance Highly Restricted
Four Concepts – The Strategic HR Approach
1. HR function supports 3 kinds of work 2. The Need Hierarchy – what SBPs discuss with clients 3. Translating Business needs to human performance requirements 4. Determining the client or who to partner with
3. Business Needs to HPerformance requirements What questions do I ask?
3 types of questions – SHOULD, IS, CAUSE
SHOULD questions identify the business and performance “should’s” or desired state. Business should’s are described numerically, performance should’s are defined behaviourally
IS questions identify what currently exists compared to the should’s. They are current results in quantifiable terms. IS performance describes current behaviour of specific employee groups
CAUSE questions focus on root causes for why people are not performing as required. Factors that may hinder performance once a new initiative is under way.
Should & Is questions translate business needs to performance needs. Cause questions go beyond symptoms to identifying solutions Highly Restricted
The G A P S Model
Go for the SHOULD Identify what is required by the business and from employees Analyze the IS Compare current business results and employee performance to identify gaps Pin down the CAUSES Uncover reasons for the gap – root causes not symptoms Select the right SOLUTIONS Choose solutions to address the root cause, close business & performance gaps Highly Restricted
Four Concepts – The Strategic HR Approach
1. HR function supports 3 kinds of work 2. The Need Hierarchy – what SBPs discuss with clients 3. Translating Business needs to human performance requirements 4. Determining the client or who to partner with
4. Determining the Client / who to partner with Clients have authority or power to make things happen. They own/have accountability for achieving business results
Sustained Clients
Project Clients
Once clients are identified, we need to develop and maintain partnership/collaboration. We need to work to gain access, credibility and trust.
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4. Determining the Client / who to partner with Clients have authority or power to make things happen. They own/have accountability for achieving business results
Sustained Clients
Project Clients
Once clients are identified, we need to develop and maintain partnership/collaboration. We need to work to gain access, credibility and trust.
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Gaps! Map
Business Need: _______________
Go for the SHOULD
Business SHOULD Employee Group: _______________ Performance SHOULD
Analyze the IS Pin Down the CAUSES
Business IS Performance IS Factors External To Organization Factors Internal To Organization
Work Environment Needs Outside the business unit Within the business unit
Factors Internal To Individuals
Capability Needs Select the right SOLUTIONS Highly Restricted
SBP Accountabilities
1. Build Client Partnerships 2. Identify and Partner to Support Strategic Projects 3. Influence Business Strategies & Direction
SBP Accountabilities
Identify & Partner to Support Strategic Projects
Reframe requests To Identify Strategic Opportunities Proactively Identify Strategic Opportunities Implement Strategic Projects
A
ccess
C redibility Influence Business Strategies & Direction
Contribute to Formulation of Business Strategies & Plans Integrate HR Strategic Plan and Initiatives into BP Implement People Initiatives in Support of BP
T rust
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SBP Accountabilities
1. Build Client Partnerships 2. Identify and Partner to Support Strategic Projects 3. Influence Business Strategies & Direction
Build Client Partnerships - ACT
Gaining Access to Clients
Determine the strategic decision and gain “face time” – sustain relationship
Gaining Credibility & Trust
Credibility and Trust are gained the old fashioned way…you earn them!
Credibility
The confidence others have in your ability to deliver results. Take actions that impact employee performance & business positively. Accepts responsibility and accountability.
Trust
The confidence others have in your integrity & reliability to achieve results
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Developing Trust
Maintain confidences
Honor commitments
Match words to actions
Act to support organization values
Be a straight shooter
Be a sounding board – listen deeply
Share opinions & perspectives
Keep focus on the big picture
Accept accountability
Avoid blaming others
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SBP Accountabilities
1. Build Client Partnerships 2. Identify and Partner to Support Strategic Projects 3. Influence Business Strategies & Direction
SBP Accountabilities
Identify & Partner to Support Strategic Projects
Reframe requests To Identify Strategic Opportunities Proactively Identify Strategic Opportunities Implement Strategic Projects
A
ccess
C redibility Influence Business Strategies & Direction
Contribute to Formulation of Business Strategies & Plans Integrate HR Strategic Plan and Initiatives into BP Implement People Initiatives in Support of BP
T rust
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The Logic Used To Identify Strategic Opportunities
“We influence more by what we ask than what we tell”
Asking the “Right” question “Right” Highly Restricted
Preparing for a Reframing Meeting
3) Prepare opening question 2) Prepare questions 1) Develop a GAPS! map
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Gaps! Map
Business Need: _______________
Go for the SHOULD
Business SHOULD Employee Group: _______________ Performance SHOULD
Analyze the IS Pin Down the CAUSES
Business IS Performance IS Factors External To Organization Factors Internal To Organization
Work Environment Needs Outside the business unit Within the business unit
Factors Internal To Individuals
Capability Needs Select the right SOLUTIONS Highly Restricted
Preparing for a proactive conversation –
OPENING
Purpose of meeting Benefits to client Benefits to you Agenda Confirm time Confirm business goals
(measures, challenges, employee gaps critical to achieving goal)
Ask the right questions
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Proactive Conversations
Focus On Outcomes Not Activities
Activities
solutions
Outcomes
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Proactive Conversations
Suppose that happens, how would you know you have succeeded?
I would know when….
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Workflow Process for Strategic Projects
Phases Proactively Identify Strategic Opportunities Respond & reframe requests Partnership
Strategic or tactical Solution?
The Should, Is, Cause Report & Agree Solutions Plan Solution Implement Solution Measure & Report Results
Assessment Implementation Measurement
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Core Behaviours
During the meeting…
Have a proactive conversation
Restate & summarize – Connect the dots
Deep drill key issues
Identify real need and desired results
Cash in on what is unknown
Push back when the client’s solution is inappropriate
A request for a solution becomes a situation to be explored
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SBP Accountabilities
1. Build Client Partnerships 2. Identify and Partner to Support Strategic Projects 3. Influence Business Strategies & Direction
SBP Accountabilities
Identify & Partner to Support Strategic Projects
Reframe requests To Identify Strategic Opportunities Proactively Identify Strategic Opportunities Implement Strategic Projects
A
ccess
C redibility Influence Business Strategies & Direction
Contribute to Formulation of Business Strategies & Plans Integrate HR Strategic Plan and Initiatives into BP Implement People Initiatives in Support of BP
T rust
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Business Knowledge
Successful SBP’s think like a business person
Balance
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What SBP’s Need to Know
Organization
The Business Model Operational Metrics Balance Sheet Strategic Plan Core Processes Values & Culture Customer Profile Competitors
Industry
The Market Place
Key Players
Differentiators
Industry Forces
Compliance
Market Segments
Global Factors
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HR Knowledge
Foundational Competence
Talent Selection & Recruitment
Development & Retention
Career Management
Succession Planning
Compensation & Benefits
Working Knowledge
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HR Knowledge
Second Level Competence
Change Management
Consulting Model & Skills
eHR Systems
Human Performance Technology (HPT)
Organizational Development
Understand Principles
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Apply Business & HR Knowledge
Deliver on commitments
State the financial business case
Connect all dots
Transcend the HR perspective
Share accountability for results
Be objective in discussions
Challenge inappropriate actions
“Underpromise” & “Overdeliver”
Deliver on time & under budget
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Summary
Making the SBP Role Real
HR needs to be more strategic and integrated in the business Build partnerships based upon credibility and trust This provides opportunities to identify and support projects directly aligned with business goals Enables HR to form long range business strategies and plans Enables HR create and implement people initiatives that link into and support the business strategies and plans HR as SBPs requires the use of a mental model as a guide There are 4 concepts integral to this mental model and critical to our success as SBPs SBPs demonstrate competence through their questioning of clients, knowledge of the business and ability to translate business needs into performance requirements and people initiatives Being a SBP will mean changes for the entire HR function
“Despite the growing pains, the future of HR is phenomenal” Dave Ulrich
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Dana Robinson Jim Robinson
Partners in Change, Inc., founded in 1981, is a research-based consulting firm led by Dana Robinson and Jim Robinson.
The Robinsons are renowned leaders in aligning people strategies with business goals. Highly Restricted