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The Role of the HR Professional in Creating a High-Performance Organisation

  1. Robert Garcia, Director – Global Business Society for Human Resource Management The Role of the HR Professional in Creating a High Performance Organization
  2. Objectives • Identify key leadership skills for HR Professional • Demonstrate effective internal consulting skills • Demonstrate business acumen and an understanding of the financial drivers of company performance • Align your recommendations with the strategic direction of the organization
  3. Robert Garcia, MBA, SPHR, GPHR, HRMP, HRBP Director – Global Business Development Society for Human Resource Management • 20+ years of experience in business & human resources • BS, Business and Management • Master Business Administration • robert.garcia@shrm.org Instructor Biography Robert Garcia, MBA, SPHR, GPHR, HRMP, HRBP Director – Global Business Development Society for Human Resource Management • 20+ years of experience in business & human resources • BS, Business and Management • Master Business Administration • robert.garcia@shrm.org
  4. Think outside the box – go beyond paperwork HR Professionals Provide advisory services to managers Develop capabilities & provide services • Change management • Facilitation • Develop a compensation strategy • Build performance plans • Coaching managers • Team building support • Process improvement • Ask questions to identify needs & help managers solve problems • Listen • Look for policies & regulations to meet needs • Identify the real issue & propose the right intervention • Be flexible – develop alternatives 4
  5. Shift Your Role Becoming an HR Professional Requires a Shift in Your Role • How you see yourself • How you behave • How you interact with senior leaders • How you are seen by senior leaders 5
  6. Learn About the Organization & Its Mission Do you know: • How other functions operate? • Responsibilities of other functions? • How other functions contribute to accomplishing the mission? What challenges does the organization you support face? You will be able to position HR issues in terms of the business! Product Development Marketing Information Technology Production Sales Human Resources Finance Distribution Purchasing 6
  7. Do You Know…? • Your Company • Your Business Unit What are the top 3 issues for: • Strengths • Weaknesses Who are the major competitors? What are the drivers of revenue? What are the drivers of cost? What is the strategic direction for the business? 7
  8. What You Need to Know HR Knowledge • Best Practices • Change Management • Facilitation • Comp & Benefits • Coaching Organizational Knowledge • Strengths • Weaknesses • Processes • Procedures • Structure Organizational Direction • Short-Term Goals • Growth Strategies • Strategy for the future Organizational Leaders • Goals • Relationships • Structure Apply knowledge to anticipate barriers, surface issues and develop HR solutions 8
  9. Questions that a Strategy Answers • Who are we as an organization? • What should we be doing as an organization? • What are the needs or problems that require our existence both today and tomorrow? • How do we recognize these problems? • What makes us distinctive or unique? • Where is our organization now? • Where does our organization want to go? • How will we get there? Defining Strategy 9 Lesson 1: Understanding Organizational Strategy
  10. Introduction Growth Maturity Decline Crisis: Leadership Need: Creativity Crisis: Delegation Need: Clear direction Need: Formal systems Crisis: Bureaucracy Crisis: Change resistance Need: • Streamlined decision making • Flexibility • Small-organization thinking Organizational Life Cycle The Strategic Planning Process 10 Lesson 1: Understanding Organizational Strategy ©SHRM 2014
  11. Environment Assessment Customer/Market & Competitor Analysis Organizational Assessment Mission/Vision/ Values Strategic Issues, Goals and KPIs Plan Implementation A 6-Step Approach to Strategic Planning 11 Lesson 1: Understanding Organizational Strategy ©SHRM 2014
  12. • Is the current plan working? If so, in what areas? • What’s not working? How could it be improved? • How is it being tracked? How does the organization measure its success? • Is the strategic plan communicated to staff within the organization? • Ask “what if” scenarios to determine how the organization will adjust to changing conditions. • What components of the plan are reusable? Questions to Ask About the Existing Plan 12 Lesson 1: Understanding Organizational Strategy
  13. PEST Analysis 13 ©SHRM 2014 Political (P) Factors Social (S) Factors • Tax policy • Political stability • Changes in the political landscape • Laws and regulations • Trade policy • Demographics of customers and employees • Work/life balance • Expectations about the work environment • Priorities in the culture Economic (E) Factors Technology (T) Factors • Overall growth in the economy • Interest rates • Personal income/spending • Related research • Technology paths / rate of change • Automation
  14. • One way to develop KPIs is to think in terms of: – Indicator – What are you going to measure? – Measures – How are you going to measure it (both quantitative and qualitative)? – Target – What is the desired result? KPI Example: – Indicator – customer satisfaction with department services provided – Measures – customer satisfaction index based on quarterly surveys – Target – 5% improvement in customer satisfaction index quarterly Key Performance Indicators (KPIs) 14 Lesson 1: Understanding Organizational Strategy ©SHRM 2014
  15. • Human Resources – Employee loyalty, turnover, retention labor relation, compensation, training and development, recruitment • Sales – Sales contact by telephone, shops and supermarkets management, customer loyalty, customer care • Marketing – Public relations, promotion, advertisement, e-marketing – Creating a strategy document for a specific campaign – Site traffic – Buzz level – volume, tone, dispersion – Viral video impact – Search volume – Number of impressions Sample Key Performance Indicators (KPIs) 15 Lesson 1: Understanding Organizational Strategy ©SHRM 2014
  16. Customer Perspective X% of customers indicate a “high” or greater level of satisfaction Reduce the number of customer complaints by X% Financial Perspective Increase the amount of returns/revenue by X% Reduce the amount of labor hours expended on administrative functions by X% Process Perspective Reduce the # of errors identified during the process by X% Reduce process inconsistencies across programs by X% Innovation & Learning 20% of employees’ performance scores will be tied to obtaining at least X hours of applicable professional development each year 40% of managers’ performance scores will be tied to the development of their reports, as evidenced by additions to Skills Database Example Metrics Metrics 16 Lesson 1: Understanding Organizational Strategy ©SHRM 2014
  17. Ask Questions Support others to solve problems • Listening & interviewing skills • Awareness of own problem solving style • Acceptance or appreciation of different styles • Model of how people solve problems 17
  18. Diagnostic Questions I – Data GatheringTaking Action – IV Planning the Solution – III II - Analyzing Is there anything happening right now? What have you tried? What have you accomplished? Describe exactly what happened Walk me through it What are the facts? What are your plans? What are the strengths & weaknesses? What is the first step? How would you categorize this issue? Why might this happen? What do you think is the problem? 18
  19. What Is the Real Issue? Ask questions Identify cause and effect relationships Determine the root cause or real issue State the Real Issue 19
  20. Communicating with Impact • Link your ideas to the interests of the other person • Be sensitive to how the other person prefers to receive information • Be sure you understand the other person’s point of view • Recognize his or her position even if you disagree and treat it as valid • Be sure you know what you want out of the encounter • Use multiple communication methods • Be flexible and prepared to change your approach if you get new information or face resistance 20
  21. Audience Analysis • Who is the audience? • What do they value? • What are their challenges? • What’s on their worry list? Why? • What do you want them to do? Or think? • What must they believe in order to value your solution? • How do you make them believe? 21
  22. Influence Skills • Influence to: – Gain support for positions or ideas – Inspire others to take action • Identify “what’s in it for them” • Clearly articulate the idea and benefits • Make sure they feel respected not manipulated • Be flexible in communicating your ideas • Consider timing – is the other person open to your ideas? • Consider the messenger – are you the best person to advocate a position or idea? 22
  23. Techniques • Approach people with friendliness and warmth • Share your point of view frankly but neutrally • Listen openly to others' opinions • Be willing to negotiate • Express appreciation • Come on strong and don't back down • Make people feel inferior and defensive • Raise your voice in frustration • Cut people off • Express disbelief and impatience with their suggestions Influence No Influence (avoid) 23
  24. A Model for Making a Point State it • The message Explain it • Elaborate on what you mean Illustrate it • Give an example – facts, data and / or story 24
  25. Maintaining Contact • What can you do to remain in contact with internal clients? – Send articles that may apply to them – Call to discuss specific ideas – Ask about specific events, issues in their department • Think “How can I add value in advance?” 25
  26. Building a Better Case Contents A. Executive Summary B. Context C. Project Description D. Implementation Timeline E. Solution & Alternatives F. SWOT Analysis G. Financial Analysis H. Result / Recommendation 26
  27. SWOT Analysis 27 Strengths Opportunities Weaknesses Threats • What are the strengths of the initiative? • How will they be maximized? • What new opportunities result from this initiative? • How will they be fully leveraged? • What are the weaknesses? • How will they be minimized? • What threats exist as a result of this initiative? • How will they be prevented or at least minimized?
  28. Financial Analysis • Determine initial investment • Identify on-going costs and benefits directly associated with the proposed initiative • Develop annual incremental cash flows over the entire expected project life • Discount each project year annual cash flow at the appropriate hurdle rate (cost of capital) • Analyze investment viability with multiple tools . . . > NPV - Net Present Value > IRR/ROI - Internal Rate of Return/Return on Investment > PB - Payback Period 28 Steps in the financial analysis process include . . .
  29. Strategic HRM Demographics and Diversity Changing Worker Attitudes/ Values Outsourcing Technological Advancement Globalization Connecting Organizational Strategy to HR Strategy 29 Lesson 2: Formulating an HR Strategy ©SHRM 2014
  30. HR Strategy Talent Acquisition Performance Management Total Rewards Training and Development Talent Engagement Five Major Components of an HR Strategy Steps in Creating an HR Strategic Plan 30 Lesson 2: Formulating an HR Strategy ©SHRM 2014
  31. Example: Improve Talent Acquisition Process Short-Term Indicators Long-Term Indicators Data Required • Number of processes changed • Number of employees hired under new system • Increase in productivity • Reduction in hiring cycle time • Employee satisfaction in hiring process • Baseline productivity numbers • Baseline hiring cycle time 31 Establish Success Measures Measures of Success ©SHRM 2014 Lesson 3: Creating and Executing an HR Implementation Plan
  32. What Strategic Leaders Say Build your skill as a strategic contributor Track metrics that managers value Ensure HR role is running smoothly Learn about the organization Ask: How can HR make a difference? Move away from the policing role!32 Move towards a partnership role
  33. Build on the Basics to Ensure a Strategic Focus Strategic Focus • Understand the competitive environment and your industry • Know the projections and direction for the business • Identify what HR needs to do to support the direction • Develop HR solutions to support the organization direction HR Transactional Processes • Comp & Benefits • Employee Development • Staffing • Legal & Regulatory • Employee Relations 33
  34. Personal Commitment What is your key learning from today? What is one idea that you will put into practice when you return to your office? What is one thing that you will share with others when you return to your office? 34
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