HRBP Business Catalyst Nick Holley Director of CRF Learning - - PowerPoint PPT Presentation

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HRBP – Business Catalyst

Nick Holley Director of CRF Learning Corporate Research Forum Tel: 020 3457 2640 Mobile: 07775 816816 E-mail: nick@nha.uk.com www.crforum.co.uk @C_R_Forum

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What, so what, now what?

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The activity that the learner physically participates in An open discussion that allows the learner to understand and reflect upon “what” happened Connection is made between the learner’s experience and “what” can be transferred into the workplace How the learner will take action to apply the learning to their own reality

the experience reflect what? translate so what? point of choice now what?

The Strategic HR Framework

4 INPUTS

BUSINESS IMPERATIVES Time to market, Costs, Sales, Customers, Quality, Innovation INTERNAL CUSTOMERS Who are they? What do they want? What do they get? What do they get and don’t want? INTERNAL CLIMATE What does it feel like to work here? High performance or not? EXTERNAL ENVIRONMENT Political, Legal, Sociological, Environmental, Technological RESOURCES AVAILABLE Time, Money, People EMPLOYEE CAPABILITY What should you be good at? Numbers, Types, Skills, Demographics, Geographies

HR’S ROLE

PURPOSE Why are we here? VISION An exciting view of the future? VALUES How we do things round here

PLANNING

What are the issues? What needs to be fixed? N.B. No HR speak -these are business issues! SHORT TERM LONGER TERM BREAKTHROUGH OBJECTIVE BIG PROJECTS PRIORITIES

ACTION

What are the HR Solutions? PERFORMANCE TALENT CHANGE OPERATIONS COMMUNICATIONS A written plan & solutions. To whom?

ORGANISATION CAPABILITY

KEY PROCESS IMPROVEMENT What are they? How to improve? ORGANISATION ISSUES Sticking points Skill shortage HR FUNCTION CHALLENGES Calibre, Competence, Capacity KEY INDIVIDUALS

REVIEW OF RESULTS

How have we done against what we planned? Who reviews? What happens to the review? BUSINESS IMPACT Have we made a difference? HR PERFORMANCE What bits have gone well, less well INDIVIDUAL PERFORMANCE Who has, who hasn’t performed LEARNING FOR FUTURE Next time we will... WORK IN PROGRESS This is what we’ll continue. This is what we can do without. Team discussion Input to planning process

IMPLEMENTATION

Review against plan Improvement plans Develop HR Practices

PLANNING

Team planning

PRE WORK DAY 1 AM DAY 1 PM DAY 2 AM DAY 2 AM DAY 2 AM

CRF’s view on HR

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CRF’s view on HR: more relevant

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WHAT IS HR’S (AND THEREFORE AN HRBP’S) PURPOSE?

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WHAT IS HR’S (AND THEREFORE AN HRBP’S) PURPOSE?

It’s not to do HR ‘stuff’ but to build the capability of an organisation to deliver its strategy and create sustainable value for its key stakeholders.

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HRBP’s role

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HRBP’s role

• Contributing to strategy discussions and

decision-making

• Helping execute strategy
• Providing ideas and challenges to

management teams, thus acting as a catalyst for change

• Advising them on people and
• rganisational issues, supported by

robust measurement and evaluation

• Being the expert and conduit on people

and organisational challenges – especially talent, performance and change

• Collaborating with other parts of HR to

align their work with the business and to deliver seamless service

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How would you score yourself against each element?

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Contributing to strategy discussions and decision-making. Helping execute strategy. Providing ideas and challenges to management teams, thus acting as a catalyst for change. Advising them on people and organisational issues, supported by robust measurement and evaluation. Being the expert and conduit on people and organisational challenges – especially talent, performance and change. Collaborating with other parts of HR to align their work with the business and to deliver seamless service.

12 Do what I enjoy / good at / comfortable with / easy Connected to the business, focused on the biggest commercial challenges

My job is to do HR My purpose is to build the capability of an organisation to deliver its strategy Being liked – so doing whatever I’m asked Have the courage to challenge as a true partner not a servant Design – planting seeds Delivering sustainable solutions Busy busy busy Focused, carving out time for strategic business critical stuff Reacting to anecdotes, noise, demands Proactive based on evidence, data analysis and judgement You can’t do that because… The implications and risks of doing that are… Protect the status quo Take risks, embrace contradictions and drive innovation change and agility World class in everything I do, benchmarking against best in class Keep it simple, fit for purpose Finding a colleague to blame Taking accountability, one HR Value is for Finance My role is to create value and this drives what I do I am strategic I don’t care about the basic HR processes Before I do anything I make sure the basic HR processes are delivered efficiently, simply and flexibly I love the latest thinking in HR I love what matters to my business Politics is a dirty word I am politically savvy but also have integrity Initiativitis – all things to all people Focus on fewer things that have the biggest impact

The context in which HR operates

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INPUTS

BUSINESS IMPERATIVES Time to market, Costs, Sales, Customers, Quality, Innovation INTERNAL CUSTOMERS Who are they? What do they want? What do they get? What do they get and don’t want? INTERNAL CLIMATE What does it feel like to work here? High performance or not? EXTERNAL ENVIRONMENT Political, Legal, Sociological, Environmental, Technological RESOURCES AVAILABLE Time, Money, People EMPLOYEE CAPABILITY What should you be good at? Numbers, Types, Skills, Demographics, Geographies

Can you answer these key questions?

• How does your business make money and what are its key challenges?
• In one sentence what is your business strategy?
• Who are your main competitors, how will you beat them?
• Who are your key customers and how will you win / retain them?
• What are the key financial statements, what are they for and what do

they tell you?

• Where can the business save money?
• What is your PE ratio, how does it compare to your competitors and

what drives it?

• How can you and HR support these issues?

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What will that help you do? What do you want to do? Why is that important? How would you do that? What does that involve? Strategic Operational

Laddering

Respond Conclude Explore Request Deliver

LADDERING

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COMMERCIAL: WHY? STEP 1 Frame business issue STEP 2 Build hypotheses ANALYTICAL: HOW? STEP 4 Conduct analyses STEP 5 Reveal Insights STEP 3 Gather Data STEP 6 Determine Recommendations STORYTELLING: SO WHAT? STEP 7 Get your point across STEP 8 Implement and evaluate

Source: The power of people: Guenole, Ferrar, Fenzig 2017 Pearson education

Purposeful analytics

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PROFESSIONAL SERVICES EXAMPLE Business Issue – increase revenue

Source: HR and Big Data: Nick Holley Henley Business School July 2013

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RETAIL EXAMPLE Business Issue – increase sales

Source: HR and Big Data: Nick Holley Henley Business School July 2013

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AIRLINE EXAMPLE Business Issue: Increase operational performance

Source: HR and Big Data: Nick Holley Henley Business School July 2013

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What will that help you do? What do you want to do? Why is that important? How would you do that? What does that involve? Strategic Operational

Laddering

Respond Conclude Explore Anticipate Deliver

LADDERING

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To fail to plan is to plan to fail

PLANNING

What are the issues? What needs to be fixed? N.B. No HR speak – these are business issues! SHORT TERM LONGER TERM BREAKTHROUGH OBJECTIVE BIG PROJECTS PRIORITIES

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The context in which HR operates

I’d like HR to be more involved in strategic discussions overall. They should take on a more active role around transformation: how can we design a more effective

• rganisation, for example?

These ideas tend to be initiated in the business, but HR should be playing a greater role here. HR should be as proactive as functions like Finance and Marketing.

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SUBJECT MATTER EXPERT FULL CONTRIBUTOR IMPLEMENTER FACILITATOR

HR’s role in Strategy

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Diagnosing Business Strategies Can you answer the 4 M.O.S.T. questions?

MISSION. VISION. PURPOSE.

Where are we going?

OBJECTIVE. GOAL. AMBITION.

How will we know when we get there?

STRATEGY. CHOICE. WINNING.

How will we get there?

TACTICS. PLAN. ACTION.

What’s the next step?

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The Simulation

• You are a member of the management team of

Arrivederci Ice Creams (or an observer).

• Your role has been assigned to you and you

have been briefed about the situation in the company, the history and the context.

• You are also aware of the other management

team members - all of whom have their own agenda.

• In less than 6 weeks, the team will have to

present their new 5-year strategy to the board

• f Global Whole Foods, Arrivederci’s parent.
• The meeting you are about to participate in is

the first proper chance the team has had to discuss options and align around a common direction.

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Roles

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MANAGEMENT TEAM MEMBERS

Step into your role fully and represent the interests and priorities of each character. To help you play the role well, think of someone that you know who works in this function. What are they like, what are their priorities? You may want to write down some of the things that they might think or say.

• Lone Rasmussen – Divisional Head of Arrivederci
• Chris Revons – HRBP
• Sasha Kerensky – Marketing
• Charlie McNeil – Operations
• Drew Noble – Sales
• Vic Ainsworth – Finance

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Timings

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TIMING SESSION

13.00 13.15 13.45 14.00 14.15 14.30 14.40 15.20 15.35 15.50 16.05 16.20 17.00 Setup Round 1 – forming / norming Debrief in rooms Plenary debrief Short teach Break – read round 2 role plays Round 2 – Debate Strategy Debrief in rooms Coffee Break Round 2 (Cont) – Agree and record strategy Debrief in rooms Plenary debrief Personal Reflection in pairs

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By the end of Round 3, you should have a business strategy agreed. You should use this template to document your business strategy.

Markets New Market Development Diversification Existing Market Penetration Product Development Existing New Products and Services

DAY 1 - OUTPUTS

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What decision are you taking on the following items?

• Geographic Expansion
• Retail Strategy
• Shutting down France facility
• Automation in the UK
• Flexible factory investment
• Etc…

Highlight any other elements on your strategy that may not be listed above: 1. 2. 3.

OUTPUT – YOUR BUSINESS STRATEGY

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INFLUENCING PREMISE 1 Influence is focused power.

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INFLUENCING PREMISE 2 It is a duet based on interactions.

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INFLUENCING PREMISE 3

You need to work at it: it requires energy, focus, skills and the knowledge of some basic principles.

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INFLUENCING PREMISE 4 It requires a certain level of trust.

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ENERGY

PUSH Assertive NOT Aggressive

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PUSH

Stating views and opinions Expressing feelings Giving feedback Stating needs and wants Stating consequences

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ENERGY

PULL Responsive NOT Passive

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PULL

Real listening Asking open questions Giving praise and recognition Building on positive common ground

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INFLUENCING

Each behaviour has a specific set of words, music and dance

WORDS (7%) Content, avoid Jargon MUSIC (32%) Tone of voice, pitch, volume, pauses, emphasis DANCE (61%) Facial expressions, body movements, positions

(Based on Albert Mehrabian)

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PLENARY

In pairs consider these questions:

• What are the priorities for the

non HR roles?

• Whose voices were heard at

your table, and why?

• How does this mirror your

business?

• How can you transfer this

understanding of priorities into your HR role?

• How might you personally

address the priorities and concerns of each of these roles and engage them in a broader HR conversation?

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REFLECTION

In pairs reflect on this afternoon but also on your preparation:

• What did you learn about your

business’s priorities and different stakeholder views and how can you apply this to the preparation you did in the pre-work?

• What data do you need to collect

to help your decision making?

• Who in the business do you need

to get closer to?

• How can you learn more about

your business, and the views of different stakeholders, on an

• ngoing basis?

www.crforum.co.uk @C_R_Forum

HRBP – Business Catalyst

Nick Holley Director of CRF Learning Corporate Research Forum Tel: 020 3457 2640 Mobile: 07775 816816 E-mail: nick@nha.uk.com www.crforum.co.uk @C_R_Forum

Translating business strategy into HR actions

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ACTION

What are the HR Solutions? PERFORMANCE TALENT CHANGE OPERATIONS COMMUNICATIONS A written plan & solutions. To whom?

SWFP

43 Business Strategy What capability is needed to deliver the strategy?

Strategy Staff Skills Style Systems Structure Shared Values

What is this capability thing?

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Strategy Staff Skills Style Systems Structure Culture

The 7S (actually 6S and 1C!) Model

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Strategy Staff Skills Style Systems Structure Culture

Capability is more than just people

THE ORGANISATION THE PEOPLE

Average People encouraged to do well by a great environment High calibre people high performance culture Low calibre people, low work ethic, non supportive environment Capable people stultified by the culture

PEOPLE ORGANISATION

Source: Configuring HR for tomorrow's challenges CRF March 2010

Capability is more than just people

SWFP

49 Where are the critical risks? What does the External market look like? Business Strategy What Internal capability do we have? What’s the gap? Modeling and Matching supply and demand What capability is needed to deliver the strategy?

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WHAT ARE THE KEY RISKS TO CONSIDER?

• Conduct
• Culture
• Capacity
• Capability

SWFP

51 Where are the critical risks? What’s the gap? What does the External market look like? What capability is needed to deliver the strategy? Business Strategy What Internal capability do we have? Modeling and Matching supply and demand Measure and Validate Feedback loop How do we fill it? Buy Exit Organisation Design Reward Build Borrow

HR’s contribution Transactional to Transformational

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People and Org Capability as a source of Competitive Advantage

Organisational Focus

Strategic Change Pay and Rations Technical Advice Individual Performance Improvement Organisational Effectiveness

HR Focused

The Simulation

• You are now the members of the HR team of

Arrivederci Ice Creams (or an observer).

• You are also aware of the other HR team

members - all of whom have their own functional agenda.

• Yesterday your management team agreed a

business strategy, this is now a given and not

• pen to debate.
• You need to agree an HR plan to support this

business strategy.

• You need to ensure that this plan addresses

your concerns but is also deliverable.

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Roles

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HR TEAM MEMBERS

• Chris Revons – HRBP
• Ashley Brown – Head of Compensation and Benefits
• Francis Smith – Head of Learning and Development
• Leslie Jones – Head of Employee Relations
• Vivian Williams – Head of Resourcing
• Robin Taylor – Head of Shared Services

Step into your role fully and represent the interests and priorities of each character.

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Timings

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TIMING SESSION

09.00 09.45 10.30 10.45 11.00 11.30 12.30 13.00 14.00 14.30 15.00 Setup and teach Round 3 – Agree HR plan Debrief Break Short teach Round 4 – Prioritise actions/Capability and measures Lunch 5Q Prepare a brief presentation Presentations Reflection

Prioritising

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Implementation EASY HARD LOW HIGH Added Value

Do you have the capability to deliver?

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ORGANISATION CAPABILITY

KEY PROCESS IMPROVEMENT What are they? How to improve? ORGANISATION ISSUES Sticking points Skill shortage HR FUNCTION CHALLENGES Calibre, Competence, Capacity KEY INDIVIDUALS

Do you have the capability to deliver?

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Capability Promise HR?

Throttle back to match capability? Increase capability to match desire?

Source: Mihaly Csikszentmihalyi

Review of Results

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REVIEW OF RESULTS

How have we done against what we planned? Who reviews? What happens to the review? BUSINESS IMPACT Have we made a difference? HR PERFORMANCE What bits have gone well, less well INDIVIDUAL PERFORMANCE Who has, who hasn’t performed LEARNING FOR FUTURE Next time we will... WORK IN PROGRESS This is what we’ll continue. This is what we can do without.

HR Metrics

What is our business plan, our business outcomes? What are the people and organisational implications? What are the people gaps / issues? What does HR need to do? How does this translate into HR measures that measure not just the HR process but the business outcome? Do we have the right data to populate these measures and if not how do we fill the gap? Who do we present the data to and how do we present it so it’s engaging, drives insights and encourages action?

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Must challenge the balance

Business focus HR focus Outcome focus Process focus Insight focus Information focus

Often our starting point in HR!

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Business vs HR focus

Examples of HR focused KPIs

• Time to hire
• Ratio of HR FTE to business FTE
• No. grievances
• Performance rating profiles
• Turnover
• Gender statistics

Examples of business focused KPIs

• Time to hire for roles identified as critical
• HR cost-to-serve
• Productivity measures
• Are the right performance objectives being set?
• Turnover in roles/areas identified as business critical
• Diversity statistics relating to strategic talent needs

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Outcome vs Process focus

Examples of Process focused KPIs

• % roles with ‘ready now’ successors
• % performance management forms completed in time
• Number of vacancies
• % high performers/high potentials
• Talent reviews completed

Examples of outcome focused KPIs

• % occasions roles in critical areas are filled by named successor
• Is performance improving? Are behavioural changes embedding?
• Money spent on external hiring due to no internal successor
• % high performers/high potentials being promoted within 2 years
• Actions coming out of talent reviews delivered

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Insight vs Information focus

Examples of information focused KPIs

• Number of new starters
• Talent grids
• Time to hire
• Salary cost
• Performance profiles

Examples of insight focused KPIs

• % new starters leaving within 1 year
• What happened to the people we said were great 3 years ago?
• Offer to acceptance ratios for business critical roles
• Ratio of revenue increase to total people cost
• Is there a correlation between the kind of people who thrive in our

culture, and where we get them from?

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Where are our growth

• pportunities?

Where are the cash cows we need to maintain? Which are the critical areas to deliver

• ur strategy – the 2/3 things we need

to do which will provide the biggest quantum of value creation?

What is our business plan?

In each case who are our competitors and how will we win business from them? In each case who are our customers and how will we attract

• r retain them?

What is our core brand proposition?

How will we win in the market, make money?

In each case what are the people and organisational capabilities needed to deliver this competitive position? Are these capabilities general capabilities or do they relate to specific key roles and if so which

• nes are they?

What is the culture that underpins this brand?

What are the capability implications?

Where do we have the biggest capability gaps? Where do we have the biggest vulnerabilities in terms of critical roles? What’s the gap between this desired and actual culture?

What are the capability gaps/issues?

Where do you feel HR should focus its activities to close these gaps? How does this match where HR currently focuses? Based on this whole conversation what’s the one thing you would like HR to deliver that would add the greatest value against the business strategy?

What does HR need to do?

Shifting the conversation

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• The biggest problems are often at the start
• The key is framing the problem, positioning the solution and its benefits
• Most cultures push for action and speed
• The foresee approach encourages a more mindful approach:

– Connect – Context – Consequences – Conclusion

Foresee

Est Establi lish a per ersonal con connecti tion

• Explore meaning (what you say and what people hear may be two very different things)
• Establish concerns: FUDs
• Really listen

Connect

Ex Explorin ing the he issu ssue

• Challenging assumptions
• Who is most interested in it?
• What different views do people

have?

• What is really going on?

Context

Ex Explorin ing impli licati tions

• What will happen if we don’t do it and nothing changes?
• What would be the cost?
• WIIFM
• What impact do you want to avoid?
• Law of unintended consequences

Consequence

Ex Explorin ing op

• pti

tions

• Cost vs benefits
• Shape the offer to fit the needs
• Getting buy in through involvement
• Jointly fitting the project to the need

Conclusion

The 5 question exercise was about content the foresee model is about style. Using the foresee model review your 5-question conversation and explore how you could have done it better. Foresee

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PRESENTATION

Each table has 15 minutes to prepare a five minute presentation that covers:

• What have you learnt about how to implement the Strategic HR framework specifically

covering the relationship between business strategy and HR activity?

• What do I need to do differently when I return to the office?
• What support you need to start a movement

“In terms of our development environment we’re like a hairdresser with a rubbish barnet”

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SUSTAINED LONG-TERM COMMITMENT TO DEVELOPMENT

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GENERALISTS BUT NO DEPTH SPECIALISTS BUT NO BREADTH THE 3 BOX MODEL

DEPTH VS BREADTH

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MAINTAINING TIME AND SPACE FOR DEVELOPMENT DESPITE PRESSURE

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WHAT DO ORGANISATIONS LOOK FOR?

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STRATEGY GURU VS DOING THE BASICS

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Implications

ISSUE RESPONSE

• 1. Long Term View

Build a long term career view

• 2. Depth vs Breadth

Move outside your comfort zone

• 3. Time and space

Don’t be busy, busy, busy

• 4. Assess

Understand what they’re looking for and build the relevant experience

• 5. Strategy vs basics

Get operational experience and develop a reputation for delivery

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REFLECTION

In pairs reflect on this programme:

Complete one action planning poster per participant (completed individually, then shared in pairs)

• Stakeholders that I need to engage
• Personal Learning Strategies and

questions I should ask

• Two action priorities from my pre-work

and these two days.

In pairs reflect on this programme:

• Share mystery coach feedback in pairs
• Complete one action planning poster per

participant (completed individually, then shared in pairs)

• Stakeholders that I need to engage
• Personal Learning Strategies and

questions I should ask

• Two action priorities from my pre-

work and these two days.

Reflection

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