Hr Leadership Post
-
Upload
graham-hart -
Category
Business
-
view
400 -
download
0
Transcript of Hr Leadership Post
Human Resources Leadership
June 2015Graham Hart
“There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.” —Niccolo Machiavelli, The Prince (1532)
Overview
5. A New Theory of Motivation and Change
1. It’s not working Doc!
2. Getting Strategic about People
3. The HR Leader
4. HR Strategy Approach
It’s a VUCA world
“We trained hard ... but it seemed that every time we were beginning to form up into teams we would be reorganized. I was to learn later in life that we tend to meet any new situation by reorganizing; and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization.”
Charlton Ogburn (Writer)
HR strategy must be agile in order to pivot around these challenges
The population aged 45-64 will increase by 42% in the next 20 years.By comparison, youth groupings have barely increased in size since 2005. Source: PewResearchCenter and the Berkman Center at Harvard University
Demographics
64% of global CEOs are cutting costs in FY2014.25% plan to outsource parts of their processes or functions to save money. Source: PwC 2014 Global CEO Trends Survey
Cost-Cutting
48% of teens have a smartphone.69% of employees in a survey said that new technology will enhance productivity and facilitate employee/manager communication. Source: PewResearchCenter and the Berkman Center at Harvard University
Technological Shifts
McLean & Company’s HR Trends Survey identified that addressing looming skill gaps is a top priority both for HR and for business leaders.Source: McLean & Company 2015 HR Trends and Priorities Survey
Skill Gaps
Learning & Development ranked first in spend by the HR department. 60% of HR respondents say L&D is outsourced to a third party.Source: McLean & Company 2015 HR Trends and Priorities Survey
Learning & Development
There is an estimated 72% increase in the world’s urban population by 2050.Growth in developed countries is stalling or reversing for 83% of global CEOs.Source: PwC 2014 Global CEO Trends Survey
Population Power Shifts
4 Leadership Trends (CCL)
Historically 2 main Options Employed
Business leaders are challenging HR to step up its game
Transaction Management to delivering business value
• 16% of business respondents viewed HR as very effective overall.
• 14% of business respondents thought HR strategy in specific was effective, as opposed to 38% of HR respondents.
• 73% of business leaders want increased HR efficiency.
• 53% of business leaders want HR’s quality to improve.
• 34% of business leaders want HR to cut costs.
Business leaders are dissatisfied with HR’s performance
Source: McLean & Company 2015 HR Trends and Priorities Survey
Perceptions define our reality!
McClean and Company HR Trends 2015
Does HR deliver competitive advantage through people?
CIPD Survey 2014
HR FOCUS AREAS
Critical HR StrengthsAn analysis of the strengths of HR departments shows alignment with the current focus areas.
People skillso HR is still regarded as the custodian of people matters
in organisations, and are regarded as competent in dealing with employee relationship matters
Interviewing and assessmento HR is skilled in assessing applicants and conducting
applicable assessments – the typical “psychology” profile of HR is still very prevalent
Functional serviceso HR provides reasonable services in the Hire-to-retire
group of activities
Record keepingo Generally good manual recording systems
Getting Strategic About People
Scarce Resources
Industrial Age Money Physical AssetsManagement
Competence
Information Age Time Talent Management
Attention
It depends on how you see the world
Industrial Mindset Emerging Mindset
“Reality as a Great Machine” Separate Parts Power and Control Certainty / Predictability Objective / Knowable Discrete Events Entropy Order into Chaos
“Reality as a Living System” Wholeness / Relationship Co-create and ParticipateUncertainty / ProbabilitySubjective / Mysterious Continuous ProcessSelf-organizationOrder out of Chaos
HR strategy is about driving business results and helping the business strategy
cascade to other departments.- Director of HR, Insurance
Industry.
Identified HR 2015 Priorities
Make the Case: Align HR strategy with organisational goals and objectives
How HR Strategy Impacts HR
How HR Strategy Impacts the Business
Defining an HR strategy means organising HR's numerous strategies and plans around providing business value.
HR initiatives are prioritized and ordered to recognize dependencies and synergies, leading to increased efficiency in the HR function.
An HR strategy ensures the wise investment of business dollars for HR initiatives to help the business achieve its goals and objectives.
The HR strategy drives lower costs, increased output, and competitive advantage when HR activities are aligned with business drivers.
What CEO’s want from HR
.
HR Transformation
A theory isn’t much when it breaks down in practice
Still a Huge gap between theory and practice Like to be strategic but don’t know how Too much time discussing HR details that don’t relate to the
business They seek line manager approval and leadership and don’t
provide it themselves enough Lack detailed business knowledge to discuss it in the business Don’t tie HR initiatives to bottom line enough The use jargon that doesn’t appeal to Management or staff Don't bring enough to the strategic conversation Haven't helped other see why HR is at the top table
We too often lack the Iterative Process
Revise the theory
Evolving HR Models
We find that HR professionals deliver the most value when they focus on: (BERSIN)
Perspective of outside in
Good outcomes of talent, leadership and capability building
Fit for purpose HR practices
Growing HR professionals
The HR Leader
TWO POWERFUL PARADIGMS DIRECT US: Stephen Covey
Leadership Management
Definition
The art of influencing others to achieve their maximum performance, and to accomplish any task or objective
The science of obtaining results through the efforts of others
ObjectiveProduce constructive or adaptive change
Produce consistency and order
Influence Control
MANY ORGANISATIONS ARE UNDER MANAGED AND UNDER LED
The qualities of a transformational HR Leader MindsetBecoming a true "player" on
strategic business issues Able to challenge business
leaders on their own ground Architect who can
synthesize best practices e.g. Total Reward, Talent Management, OD, etc into integrated solutions and implement at speed
Shifting from advising and consulting to challenging, provoking, confronting business leaders
Letting go of the past and engaging with the future
It’s about where you focus !
Do we know where we are going?
We need an Organisational Architect Role
Becoming A Strategic Partner
A Blueprint for Strategy Development
1. Assess change readiness 2. Develop an understood framework of HR 3. Clarify Senior HR Leader’s role as
Organisational Architect4. Clarify line management role and Executive
ownership of HR strategy 5. Create a HR and Organisational People Plan 6. Look strategically at 5 main HR processes7. Get your HR Talent deployed 8. Understand and act on the politics and
roadblocks
Wait: Before you book that Strategy Day
•Has your organisation run out of options for easy improvements and acknowledges they see tough times ahead unless they start to think differently on how the manage people?
•Do you have a visionary leader that can really see the importance of developing the long term value of human capital ?
Change Readiness Do the leaders say and behave in a way that is congruent with people being
critical to our success? How is HR currently valued how strategic is it? How does HR support strategy?What impact does HR have on our business results?Who owns the HR Plan? (if there is one) What is managements role in implementing the HR Plan?How well does HR balance Employee and Organisational advocacy What is the political readiness in our organisation in transforming to Strategic
HR?Who would sponsor the HR change and why?How do we leverage the sponsors?Who would be the detractors and why? How do we work with the detractors?
Get a free HR change readiness questionnaire here www.mantle.co.nz/hrchange
HR Framework: Underlying Principles Talent is the engine behind the creation of all value Every business issue is a symptom of deeper human or
organisational issuesTalent will the resource of scarcity in the future All HR work must be connected to business Strategy and
customers needsLine management is responsible for Human resources work in
the organisation
Putting a strategic lens on 5 fundamentals
Business environment
Vision and Goals
Core Capabilities
TACTICS
STRATEGIES
A More Strategic ER Approach
Employee commitmen
t and competence
We need more joined up thinking on Learning and Development
Learning and
Development
A Strategy Development Process
Where are we on Vision Formulation?
Internal and External Influences
Vision timeline 10 Years
We identified key influencers
We have organised trends risks and change drivers
Constant No Choice Stakeholders Expect
Certain Worth considering
Important trend
Critical trend
Probable Worth monitoring
Worth considering
Important trend
Possible Can probably ignore
Worth monitoring
Important uncertainty
Will it occur? Minimal impact
Significant impact
Earth –shattering impact
Our most significant change drivers
SIGNIFICANT
CHANGE DRIVERS
1. Vision Formulation
What, where and when √
2. Strategy Clarification
How, interrelationships , same page?
√
3. Targets KPI’s What value , what targets? June 4. Cascade Strategy 4. Roll out how to contribute? 4. June 5. Project Portfolio 4. What will we do, stop,
prioritise?4. July
6. Implementation 4. How do we organise ourselves?
4. August
7. Resource and Accountability
4. Who and what 4. August
8. Project Planning 4. How will we manage projects?
4. August
9. Team Mobilisation 4. Getting everyone on board 4. From June 10. Project execution
and feedback 4. Progress , issues problems 4. From
September
11. Measuring results 4. How, what results?, what progress?
4. From October
12. Feedback and learning
4. Impact, learning, improvement
4. From October
Next Steps: Successful Strategy is About Thinking and Doing
A New Theory of Motivation and change
Our Brain builds hypotheses on the world
THE BRAIN TRIES TO HARDWARE WHATEVER IT CAN
LEADERSHIP IS DRIVEN BY YOUR MIND SET1.Optimistic rather than pessimistic 2.Solutions rather than problem based 3.Agile rather than fixed 4.Inquisitive rather than accepting 5.Courageous rather than timid 6.Self aware rather than self-denial 7.Comfortable with ambiguity
Human Dynamics in Transformation
HR needs to be a better business collaborator Working with stakeholders in
every department in the business is a necessity, to be
very honest. The key is to look for who owns the
information you want, and then partner with them to figure out how to improve.
– Jessica Phinn. VP of People and Engagement, Nelson
Education Ltd.
Technology Strategic Plan
Sales & Marketing Strategic
Plan
Finance Strategic
Plan
Business Strategy
Operations Strategic Plan
HR Strategy
What Should HR seek to Advance?
Cleaning up the HR house will require focus in the following areas.
HR functional leadershipSkills in HRValue of HR to businessBusiness leadershipTechnologyRadical process redesignMeasurementAccountability
"
If you are interested in knowing more?•Check out our free resources •Sign up for our newsletter •Give me our email if you would like a copy of these overheads plus
• Our Key Steps to Building your Leadership Development Strategy,
• Change readiness tool • Key report references and links
http://www.mantle.co.nzFollow us on LINKEDIN https://www.linkedin.com/in/leadwithgrahamhartTwitterGraham@leadbydesign