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HR Strategy: It's Easier Than You Think

This presentation is a look into strategic HR and some of the core elements of how it connects to business goals and objectives.

I deliver this presentation for HR groups and SHRM chapters across the country. Interested? Contact ben@upstarthr.com

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HR Strategy: It's Easier Than You Think

  1. 1. (It’s Easier Than You Think)
  2. 2. We’re going to Work. Together. Hence the term “workshop.” 2
  3. 3.  Strategy  Developing  Aligning  Implementing  Case Studies/Resources  Wrap Up 3
  4. 4. 4
  5. 5. 5
  6. 6. 6 Here’s the simplest way to define strategy: A planned, doable sequence of actions designed to achieve a distinct, measurable goal.
  7. 7. HR planning is a process that identifies current and future HR needs for an organization to achieve its goals. HR planning should serve as a link between HR and the overall strategic plan of an organization. –Dave Ulrich 7
  8. 8. 70% of HR pros want to know how to develop an HR strategy 67% want to align it with business objectives 50% want help implementing 8
  9. 9. “Tell me how we can, not why we can’t.” 9
  10. 10. 10
  11. 11. Purpose Plan Actions Measurable goals 11
  12. 12. It all starts with a plan… Example Purpose: Improving culture Plan: Focus on employee relations Action items: Provide manager 1:1 agendas, etc. Metrics: Employee satisfaction, performance, productivity… 12
  13. 13.  Want examples?  http://hr.umich.edu/strategicplan/  http://humanresources.tennessee.edu/docs/HR_5yr_strategic_pla2.pdf The Division of Human Resources Strategic Directions align with Kent State University’s Strategic Plan... 13
  14. 14. 14
  15. 15. Leadership development Performance management Workforce planning Action items? 15
  16. 16. Keep at-risk employees healthy Leverage health benefits and plan design Partner with U-Mich healthcare system for chronic issues  Action items? 16
  17. 17. Partner with IT resources to support HR system upgrades Provide management support for workplace flexibility to improve productivity Implement self-service, better workflows, and common definitions Establish and report metrics to support decision-making Investigate LMS that supports enhanced knowledge transfer Action items? 17
  18. 18. Create D&I strategy with broad reach and impact Develop a more robust engagement plan for safety and health Communicate a “leaders at all levels” culture message Seek out childcare support for better work/life balance Action items? 18
  19. 19. If an HR pro develops a strategy without business input, does anyone care? If a tree falls in the forest and nobody is around, does it make a sound? 19
  20. 20.  How does your organization make money?  What is the biggest concern of front line supervisors?  What motivates your line staff to do their jobs every day?  What causes your CEO to lie awake at night?  What drives the best performance for your people?  What is the pain point your company’s product/service is trying to solve for customers?  What is your marketing, finance, sales, or operations VP most worried about? 20
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  22. 22.  Creating Alliances 22
  23. 23. This is where the plan, action, and goals are carried out. Tips:  Get Granular  Stealth Change Management  Social Network Analysis  Organizational Partners  Shift from HRBP to consultative role (where have we heard that?) 23
  24. 24. 24
  25. 25. Metrics=measurement But which ones? Forget the “top 3 metrics…” 25
  26. 26. What if, instead of measuring and reporting on last year’s turnover, you could predict turnover for the coming year? What difference would that make for the business? For planning purposes? For HR’s credibility? Link: HROS Case Study: OPower 26
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  29. 29. Putting your knowledge into action 29
  30. 30. Your company recently began an initiative to improve customer service scores. In the CEO’s words, “I want everyone on board with this. Improving this metric is everyone’s job.” What metrics, data, or support can you (HR) provide to help drive this business goal? 30
  31. 31. You know sales turnover is high but can’t get the VP on board to address the issues. You set up a meeting to discuss, but you know the “touchy feely” HR stuff won’t get her attention. What information can you present to sway this VP’s opinion? 31
  32. 32. After more than a year of errors, issues, and grief with the existing provider, you believe the organization would be better off by selecting a new payroll technology platform. How do you make the pitch? What information do you use? 32
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  34. 34. ben@upstarthr.com | @beneubanks *Email me for the free eBook if you’d like a copy