HR Innovation: Regina Regenass

Why HR Managers should act as bottom up intermediaries?

Regina RegenassUBS AG – Ombudsman

Leaving the tunnel: How HR can help to re-innovate the company? Vlerick HR Day – June 8, 2011

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Table of Contents

Section 1 HR Transformation - streamlined and business focused

Section 2 What is the role of the Ombudsman?

Section 3 Constructive Controversy for Innovation

Section 1

HR Transformation -streamlined and business focused


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HR Transformation since around 1999 … ?

A fundamental change of the organizations, roles and responsibilities …

♦ Acting as HR Business Partners / Business Enablers♦ Creating HR Solutions that support the business strategies

♦ Gaining competitive advantage by creating new innovative tools and practices

♦ Alignment of processes/services and development to client needs

Business Focus

♦ Re-channeling of high touch services into self-services♦ Pooling of specialist functions – exploiting synergies

♦ Cost management♦ Outsourcing of commoditized HR services

Standardization&

Cost Management

… from a pure Administrator to a Strategic Business Function!


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Current HR Models: The Human Capital Management

HR Business Partners

� Creating HR Solutions

� Strategic HR Capital Management

� Operational Efficiency

HR Specialists / Subject Matter Experts

Shared Services


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Innovation - HR Key challenges

Find the "right balance" between centralizing/standardizing versus the diverse needs of the "other stakeholders" (business, line, employees)1

Manage costs, whilst focusing on the business priorities/strategies2

Transformation of the HR function towards trusted business enablers is a long journey …3

We must recognize that innovation is a painful act!

… and never forget: Innovation starts with people!4


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Innovation: How to make the case for change?

Vision (what do we want?)

Creative Tension (what is the gap?)

• how well can we see it? (mental models)• how will we shift it?

Current Reality (what do we have?)

Section 2

What is the role of the Ombudsman?


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UBS Ombudsman – since July 2010

Service

Goals

Contribution

Requested by Employee Relations Committee Switzerlan d Approved by Group COO

Active contribution to the increase of the employee satisfaction and employee productivity as well as the reputation of the bank

Mediation service for conflicting parties and/or advise for individuals

The aim is to clarify misunderstandings, preventing escalation and initiating common steps to mutual recognition of all participants involved


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UBS Ombudsman / Business Impact & Adding Value

Reputation(15 %)

Efficencies(15 %)

Leadership(50 %)

Reputation

Transparency Efficiencies

Leadership

Supporting the HR Model by closing a gap in the are a of employee advise

Section 3

Constructive Controversy for Innovation


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… towards innovation!

"Obligation to Dissent" leads to "Constructive Controversy"

Intellectual conflicts can be constructive, motivating people to seek new knowledge and to accommodate others' perspectives.

Turn the power of conflict …

In contrast to debates (a competitive process where one view "wins" over the other), constructive controversy involves deliberative discussions aiming for creative problem solving. 2

Participants are strongly motivated to produce solutions, and display high-level reasoning and greater mastery and retention of new knowledge gained. They generate high quality, creative solutions. Expertise is more effectively shared, and participants often undergo a lasting change of attitude

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Participants develop a stronger sense of mutual friendship and support. They become more able to cope with stress and adversity, and have higher self-esteem.

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What is Constructive Controversy?

1. State your case

2. Hear different conclusions

3. Feel uncertain

4. Search for better understanding

5. Draw a conclusion

A technique for developing robust and creative solu tions to problems

Approach introduced by David Johnson and Roger John son in 1979


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What is Constructive Controversy?

1. We adopt an initial perspective towards a problem based on our personal experiences and perceptions

2. The process of persuading others to agree with us strengthens our belief that we are right.

3. When confronted with competing viewpoints, we begin to doubt our rationale.

4. This doubt causes us to seek more information and build a better perspective, because we want to be confident with our choice.

5. This search for a fuller perspective leads to bet ter overall decision making.

Based on 5 Key Assumptions


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Constructive Controversy

"If there is any secret of success, it lies in the ability to get the other person's point of view and see things from

his/her angle as well as from your own."

Henry Ford


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… it is a mission for all!

Why HR Managers should act as bottom up intermediaries?

Because change and innovation happens across the whole organization.

Innovation is not owned by the Management only …

HR facilitates the exploitation of the full potential of each individual.

"Obligation to Dissent": Constructive controversy supports innovative solutions.

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HR acts as change catalyst by providing a cultural frame work where all employees contribute to the success of the company.

Diversity (Knowledge, Experience, Perspectives) enables decisions towards a common business strategy.

HR is the driver of the processes and tools by rewarding innovation.

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Trusted dialogue is the way people achieve significance as human beings.

HR acts as bottom up intermediary.4

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Contacts

Regina RegenassOmbudsstelleUBS SchweizFlüelastrasse 32CH-8048 Zürich+41 44 234 65 [email protected]

HR Innovation: Regina Regenass

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