Anderson 2

7/24/2019 Anderson 2

http://slidepdf.com/reader/full/anderson-2 1/25

1

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



2

Why Did You hoose HR!

Why did you get into H!

Ho" long ha#e you been in this $ield!

Where do you "ant this %ro$ession to ta&e

you!



3

What an HR Pro"essiona# Is

'he systemi(ing, %olicing arm o$

e)ecuti#e management

An ad#ocate $or em%loyees

*trategic business %artner $or customers

A cham%ion $or change



4

The Primary HR $oa#

+et the right person…

With the right skills…

Into the right job…

With the right supervision to meet %er$ormance

e)%ectations and

Add #alue to the organi(ation-



5

Ho" do you attract and retain .ualityem%loyees!

Ho" can you become a strategic %artner"ith your customers!

Ho" do you im%ro#e %roducti#ity and OI!

What issues a$$ect em%loyers/ ability tomeet com%any goals!

The Primary HR %uestions



6

HR ha##enges Today

hanging em%loyee demogra%hics and needs

More com%etition $or a s&illed "or&$orce

Focus shi$ting $rom regulation to ser#ice

emand $or customi(ed ser#ice

'he need to su%%ort desired businessoutcomes and a$$ect the bottom line



7

The Iowa Experience

e%artment o$ Administrati#e *er#icescombined 3 agencies in 200

Ado%ted the entre%reneurial managementconce%ts o$ strategist a#id Osbourne

Four goals Im%ro#e customer ser#ice, sa#emoney, streamline, and use resources in amore $le)ible manner-

5ni.ue $inancing a%%roach



8

Entrepreneuria# &anagement

A customer-$ocused 67O' program

$ocused8 a%%roach

'o delivering services 67O' running a

%rogram8

In a competitive marketplace ( 7O' a

monopoly -8



9

How D'S is Set (p in Iowa

A com%lement o$ in$rastructure and $acilities

ser#ices, including $ull range o$ H $unctions

9ach $ee:based o%eration co#ers its costs

ustomer ouncils set utility rates

;o"ing and steering/ $unctions se%arated

Mo#ing to"ard one:sto% sho%%ing model



10

What D'S Started With

'raditional $inancial in$rastructure

;Old/ agencies "ithout legislati#e cham%ions

'hirty %ercent budget cuts o#er three %re#ious $iscal

years

Highly tenured, %rogram:$ocused em%loyees

+rum%y, uneducated customers



11

What D'S Has Done

Passed enabling legislation

e#elo%ed $ee:based $inancing models,

determined ser#ice costs, and reducedcross:subsidi(ed ;drug deals/

Ado%ted an internal shared ser#ices model

9stablished and em%o"ered customercouncils



12

What D'S Is Doing )ow

e$ining $inancing and legislati#e

$rame"or&

9liminating silos bet"een merged agencies

9ngineering a culture change

e:moti#ating em%loyees "ith training and

incenti#es



13

The Iowa 'pproach to HR

e$ine internal and e)ternal customers

<no" your customer6s8 and their

business6es8

<no" your business goals and "hat it

ta&es to achie#e them



14

Setting HR Priorities

<no" your customers/ 6internal ande)ternal8 %riorities

5nderstand the $inancial ris&

9#aluate the %otential $or im%ro#ement



15

How to reate a ompe##ing

Picture "or 'ction

o your home"or& and be %re%ared to tell

your story

Identi$y ris&s o$ inaction

<no" the im%act on $inancing and

%roducti#ity



16

How to $et Your *wn Team *n

Board =ay out clear e)%ectations

5se a customer ser#ice re%resentati#e

model and ser#ice deli#ery agreements

5se %er$ormance e#aluations and re"ard

%rograms



17

Examp#e: Wor+ers omp

*tart "ith the #ie"%oint that %eo%le are the

$ace o$ go#ernment

'ell the story sim%ly, using the numbers

e$ine the ris& 6$inancial, %roducti#ity8 i$ no

action is ta&en



18

How to $et In,ited to the

Decision &a+ing Ta-#e

onnect "ith customer goals>sa#emoney, streamline %rocesses, etc-

<no" your business>and your customers/business

Articulate a com%elling story

Follo" u%?



19

What Ro#e Does

ommunication P#ay!

*tart "ith research>&no" the $acts

'ell your story in a com%elling,

understandable "ay

'he ;#isual identity/ conce%t "or&s

e%eat, re%eat, re%eat



20

(se the Too#s

For the basics, an FA@

Annual re%orts

7e"sletters or bulletins

ris% $inancial results



21

What You an &easure

ustomer satis$action

Financial goals

+rie#ances

Processing time

'urno#erretention



22

The Bottom .ine

Watch the %eo%le "ho ha#e le#eraged their

H e)%ertise to mo#e ahead-

H is no longer Bust a &no"ledge game>you must be able to a%%ly "hat you &no"-

Cou must be able to listen, e#aluate and%ersuade-



23

What You an Do to De,e#op

Your S+i##s and areer 9ducation

Write and tal&

5se associations and seminars

Mo#e around in H s%ecialties and to career

o%%ortunities

ross:$unctional teams

=oo& $or emerging issues



24

.essons .earned/a Recap

De %roacti#e, not reacti#e

<no" your customers and your business

o your home"or&

=earn $rom others "hen you can

De concise and clear

<ee% current on emerging issues

+et in#ol#ed in H organi(ations

*ometimes you ha#e to mo#e

Cou can/t go it alone



25

%uestion

and 'nswers

0isit the D'S we-site1

http:22www3das3iowa3go,

Anderson 2

Documents

Transcript of Anderson 2