Whether you are new to the HR profession or experienced in the field, this session will provide an overview of the key responsibilities of a human resource professional. SHRM, the largest HR association in the world will provide a review of trends, useful metrics, and challenging HR issues. In addition, key business functions and strategies to drive organisational results will be highlighted. By attending this session you will be able to enhance your knowledge of the general competencies of an HR professional and describe current trends and best practices in each of the HR functions. Robert Garcia, Director for Global Business, SHRM

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
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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
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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
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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?
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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
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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
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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
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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
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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
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Lesson 1: Understanding Organizational Strategy

13. PEST Analysis
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©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)
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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)
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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
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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
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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?
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19. What Is the Real Issue?
Ask questions
Identify cause and effect relationships
Determine the root cause or real issue
State the Real Issue
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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
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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?
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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?
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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)
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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
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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?”
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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
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27. SWOT Analysis
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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
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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
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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
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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
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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
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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?
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