HR’s Role le in in Achie hieving ving th the Business iness Str trategy ategy through Organizational Capability, Hiring and Onboarding
Hello! Cindy Beresh-Bryant President - HR Solutions by Design HRCindy@twitter.com I ride horses and would rather be in the barn than shopping.
“ “ Culture eats strategy for lunch ~ Peter Drucker
{ } 1 The Impact of OC on Business Strategy
3 Leadership Elements for Success Articulating an inspiring vision and setting the direction of the organization Leadership OC Strategy The mission & vision. Conducting a SWOT analysis, How Things Get Done developing a business strategy Around Here with action plans & objectives.
OC as a Competitive Advantage
OC as a Competitive Advantage
OC as a Competitive Advantage Same guidelines @ Actions work & home Mission Vision Purpose Core Values Organizational Culture “Fit” Value on employee = value on customers Results are a bi- Valued as a person product of OC Employee Needs
{ } 2 Synergizing OC, the Biz Strategy and HR
Who We Are, Our Purpose & Our Strategy
effective Current State: Your OC Roadmap ineffective Define the philosophies Identify the Evaluate Your 3 1 2 behind those values actions/behaviors Current OC (how do you expect traits/characteristics employees to behave to that get people List Your Stated Core “live” those values?) hired/fired/rewarded Values 1. __________________ 1. __________________ cindy@hrsolutionsbydesign.com 1. __________________ 2. __________________ 2. __________________ 2. __________________ 3. __________________ 3. __________________ 4 Clarify Strategic Explain your 5 Do the actions noted in 6 Organization’s Purpose, Priorities & Goals block 3 support your Mission & Vision espoused values? Ideally 3-5 business Purpose is NOT profit! priorities/goals expected Are the things you say to be achieved in the This should answer the you value the things question “what next 1-3 years. that get rewarded? difference does my organization make? Yes No
effective Current State: Your OC Roadmap ineffective Identify obstacles Engage the team to 7 List important values 8 9 that aren’t supported by keeping your establish the your organization’s organization from philosophies needed to living your stated support those values current actions values & philosophies (policies, procedures, 1. __________________ programs, etc.) 1. _________________ 2. __________________ 1. __________________ 2. _________________ cindy@hrsolutionsbydesign.com 3. __________________ 2. __________________ 10 12 11 Clarify & track key Maintain a measures Live your OC by management system What’s a highly visible, building your HR for your OC unifying metric infrastructure around Include values, your values & philosophies and philosophies 1. __________________ action reviews in meetings 2. __________________ Conduct periodic OC assessments
Understanding Your Organization’s Business Strategy The business strategy is concerned with major resource issues e.g. raising the finance to build a new plant; deciding on what products to allocate major resources to - for example when Coca-Cola launched Pooh Roo Juice in UK.
Understanding Your Organization’s Business Strategy Strategies are concerned with the scope of a business' activities i.e. what and where they produce. For example, BIC's scope is focused on three main product areas - lighters, pens, and razors, and they have developed superfactories in key geographical locations to produce these items.
Your OC/Biz Strategic Scorecard Desir sired Busin siness s Resu sult lts (Tangible Results – often expressed in terms of time and money) cindy@hrsolutionsbydesign.com
Building an HR Strategy to Support Achievement of the Business Strategy HR strategy means a HR strategy emphasizes system of human resource the system of HR practices for a particular practices, because it is the job or collection of jobs broad array of practices aimed at the best that matter in terms of employee performance — employee performance possible to meet the firm’s not individual tests, ultimate goals. recruiting or interview techniques, for example.
Building an HR Strategy to Support Achievement of the Business Strategy HR Strategy Biz Strategy Source: SHRM Foundation Effective Practice Guidelines series
Your OC/Biz Scorecard Desir sired Busin siness s Resu sult lts Actions (Tangible Results – often expressed in terms (Specific tangible, observable actions that of time and money) are indicative of our OC) cindy@hrsolutionsbydesign.com
Your OC/Biz Scorecard Obstacle acles/ s/Blo locke ckers Desir sired Busin siness s Resu sult lts Actions (What may be getting in the way – (Tangible Results – often expressed in terms (Specific tangible, observable actions that Formal or informal rules, habits, of time and money) are indicative of our OC) incentives, procedures, routines, etc.) cindy@hrsolutionsbydesign.com
{ } 3 Using OC and HR as a Competitive Advantage
What CEOs want from Strategic HR Leaders 1. Match talent resources with company strategy 2. Help attract best and brightest 3. Deliver excellence in onboarding process 4. Focus on employee engagement Source: Entrepreneur Magazine – January 2016
What CEO’s Want: HR’s Opportunity to be a Strategic Partner
Why they Want it: OC = Engagement = Business Results Towers Watson – Perspectives 2012
Why they want it: OC = Engagement = Business Results
How they get it: HR’s Opportunity to be a Strategic Partner Employee Engagement 31.5 68.5 Engaged Not Engaged Deloitte University Press
How they get it: HR’s Opportunity to be a Strategic Workforce Planning Partner HR Strategy Policies & Programs Workforce Analysis Planning & Metrics Acquire Talent Management Position Management Organizational Culture Attract Talent Acquisition Organizational Culture On-Boarding Metrics Develop Goals Learning Plan Sustain Career Paths Career Development Actions & Behaviors Sustain Engage Total Compensation Competencies Performance Management Employee/Labor Relations Separation Off Boarding Retirement Pensions
Building Organizational Capability A systematic approach to ensure the transfer of critical institution knowledge and the availability of effective, inspiring leaders for the future. • Build a pipeline • Develop successors • Identify top talent and potential positions • Concentrate resources on development
Building Organizational Capability
Linking Strategic, Succession & Workforce Planning • Reiterate desired OC • Communicate strategic direction • Develop a business case to dedicate resources to the process • Gain senior leadership buy-in
Gaps, Targets and Talent • Prioritize resources needed to build the talent pool • Identify number of leaders needed in the future • Review desired OC • Identify core competencies required • Identify KSAs needed
Gaps, Targets and Talent • Mission critical leadership/mid-level positions • Future talent needs • “Real” continuity needs • Business plan based on needs • Assess current policies
Develop the Succession Plan
Talent Acquisition & Retention - Normal Today, many HR practitioners hire based on candidates’ knowledge, skills and abilities, education and experience. But… when employees are separated, it is MOST often due to an OC miss-fit.
Taking a Strategic Approach – Let’s be Abnormal! Hire for OC – values and philosophies, attitude, approach, behavioral competences, communication and leadership style. Co. Marketing & Branding
Hiring for OC 2 Step Hiring Process: 1. Skills Interview – Do they have the expertise you need, including KSAs 2. OC Interview – Are they a fit for your organization? Hire for what can’t be taught – Values & Philosophies
Hiring for OC Questions for OC 1. CS - What does great customer service mean to you? In your last job, how did you know if your customer was satisfied? 2. Innovation - Did you ever have unpopular or minority view point and if so, did you stand up for it? What happened? 3. Team - What’s the biggest challenge you faced working in a team environment? How did you handle it?
Strategic Onboarding HR needs to “own” the onboarding process to Hire for OC – values set the stage for high performance. and philosophies, • attitude, approach, Share company history behavioral • Share OC competences, • Give examples of how the OC is “lived” communication and leadership style. everyday Co. Marketing • Set up meetings with key leaders & Branding • Create common language and shared experiences
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