Post on 07-Dec-2014
description
Orchestrating Higher Levels of Strategic Impact for HR
by Tom CoxCox Business Consulting, Inc.
presented October 2013 to the NHRMA Conference, Tacoma WA
HRACO
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Should we be trying this?
The discipline I believe so strongly in is H.R., and it’s the last discipline that gets funded. Marketing, manufacturing — all these things are important. But more often than not, the head of H.R. does not have a seat at the table. Big mistake.
– Howard Schultz, chairman, president and C.E.O. of Starbucks
What “Being more Strategic” Might Look/Smell/Taste Like
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Hum of intense, trusting, structured
problem solving
Smooth taste of the finest coffee, bought with
savings from HR-led initiatives
Luxurious buttery feel of the leather
portfolio that came with her promotion
Awards on the wall for “Best Place to Work”
“New Office” smell from new furniture as firm has grown 20% per year
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How You Can Become(Even) More Strategic
What does “Strategic” Mean for YOU? Why do I want it? What does it mean for your boss? Your firm? What Stands In Your Way?
– Hint: It's Not Your Boss
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How Hard is it?
You can Rise Above Other HR Departments:Track & Report “people measures” to Senior ManagementHave HR Staff who understand KPIsUse “human capital” measures to help firm reach KPIs
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How Hard is it?
You can Rise Above Other HR Departments:Track & Report “people measures” to Senior Management: 78%Have HR Staff who understand KPIs: 31%Use “human capital” measures to help firm reach KPIs: 12%
Source: Sue Jones, KLS / Conference Board
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"Being More Strategic"- the Language of Strategy
Cut Waste – in the “Lean” sense Grow Revenue & Quality Increase Margins / Profits
Connect everything to that frame of reference.
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$500m Car Dealer's HR Director
Sits on Strategy Council – and just processed a name change on a benefits card
Being "strategic" doesn't mean you give up grunt work
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$500m Car Dealer's HR Director
Sits on Strategy Council – and just processed a name change on a benefits card
Being "strategic" doesn't mean you give up grunt work
Didn't come up through HRKnow the whole business & how it makes money
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$500m Car Dealer's HR Director
Sits on Strategy Council – and just did a name change on a benefits card
Being "strategic" doesn't mean you give up grunt work
Didn't come up through HRKnow the whole business & how it makes money
Routinely Innovates – “Safeway Technique”Became Self-Insured: Saved $1m/yrImproved Hiring: Reduced turnover by 68%
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$100m Publisher's HR Director
"Being Strategic" means "contributing at a higher level"
Get there by learning the WHOLE business Ask questions, show interest, learn When you are NOT selected for the key
project team, ask “why” in a self empowering way
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“Become More Strategic” in 5 Easy Pieces
1. Find Firm's Top 4 Strategic Issues
2. List 3-5 major HR programs (payroll, HRIS, hiring, training, etc.)
3. Chart the Strategic Issues vs. the HR Programs
4. Create an Impact Grid of HR programs
5. Assess, Measure and Build Trust
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Pay/Benefits HRIS Hiring Process Leader TrainingIssue 1Issue 2Issue 3Issue 4
“GANS Chart” of Strategic Issues vs. HR Programs
• Examine how each program supports each major strategic issue.
• Identify “As-is” and “To-be” and the gap.
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Strategic Impact Gridof HR Initiatives
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HR: Compliant, Helpful, or Strategic
Compliance: Layoff Paperwork is Right
Information: Monitor how employees are taking the news
Strategic Impact: Take responsibility for morale; Coach managers on how to deliver the news; Find ways to keep tabs on best people
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HR: Compliant, Helpful, or Strategic
Compliance: Training on Compliance
Information: Tracking Compliance before and after training
Strategic Impact: Take responsibility for increasing Compliance over time; report dollar impact of Compliance improvement vs. cost of training
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HR: Compliant, Helpful, or Strategic
Compliance: Train on Supervisory Skills
Information: Tracking Supervisory Effectiveness
Strategic Impact: Take Responsibility for Coaching Managers to Grow Supervisors' Skills; Track Morale vs. Target; Scorecard to CEO of Supervisor Effectiveness by Division
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“They Won't Listen” - Role of Trust
Nobody will take you seriously ... until they trust you
Dog Walker vs. Strategic Partner Build relationships
www.Manager-Tools.com “professional update” meetings
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How to Measure Trust -4 Elements of the 'ROCC of Trust'
Reliability: “I do what I said I would do” Openness: “You know my agenda” Competence: “I will tell you honestly
what I can and cannot do well” Compassion: “I will put your agenda
ahead of mine -- some of the time”
"Trust is Everything" by Aneil and Karen Mishra
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How to Network from HR
Find your “cousins” Get to know them Do them favors Build relationships
www.Manager-Tools.com “Career Tools” section
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Taking Action Now - 1
“The Church is Near, but the Road is Icy.
The Tavern is Far, but I will Walk Carefully.”
– Hungarian Proverb
A 'roadblock' means:
1) It's not that important to you
2) You don't know what to do next
3) You don't know how to do it
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Taking Action Now - 2
“I Could Be Strategic If Only They Would Listen”Wrong. They will listen when you SHOW you can be strategic:
1) Commit to Make Strategic Impact
2) Build a Plan, Set Goals and Timelines
3) Recruit Advisors and Mentors
4) Volunteer
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Taking Action Now - 3
“I need to know more”Maybe. Comb your program and find:
1) Sue Jones’ program on Measuring Strategic HR
2) The program that stretches you toward strategic impact
3) The program containing the help your “cousins” back home need
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Resources and References
1. NY Times 10-Oct-2010 article interviewing Howard Schultz, chairman, president and C.E.O. of Starbucks
2. "Trust is Everything" by Aneil and Karen Mishra
3. "Lean IT - Enabling and Sustaining Your Lean Transformation" (Mike and Steve, SteadyImprovement.com)