Webinar run for Symposium training and HR Review in the UK as an introduction to Strategic HR, supporting my training courses - Jon Ingham, April 2020. See https://www.hrreview.co.uk/inside-hr-webinars-register-email?commid=397446

1. 1
Revisiting Strategic HR
with Jon Ingham

2. 2
Strategic HR
https://issuu.com/hrmasia/docs/hrm_november2017

3. 3
Strategic Performance Management?
https://neuroleadership.com/performance-management/

4. 4
Strategic HR = Strategic Value
• Administering HR operations
• Ensuring efficiency eg through outsourcing
Value for
money
Personnel
© Jon Ingham, 2020

5. 5
Adding Value
• Focussing HR/OD on business strategy
• Creating capability to perform now
• Ensuring effectiveness and alignment
• Administering HR operations
• Ensuring efficiency eg through outsourcing
Add
value
Value for
money
Personnel
Human Resources
© Jon Ingham, 2020

6. 6
Creating Value
• Driving and accelerating business strategy
• Creating opportunity for the future
• Maximising the potential of people
• Producing truly wonderful solutions
• Taking advantage of exceptional opportunities
• Focussing HR/OD on business strategy
• Creating capability to perform now
• Ensuring effectiveness and alignment
• Administering HR operations
• Ensuring efficiency eg through outsourcing
Create
value
Add
value
Value for
money
Personnel
Human Resources
Organisation
Effectiveness
© Jon Ingham, 2020

7. 7
Delivering Value
Input / investment
•Workforce
•Management time
•Budgets
•HR function
Activity
•Resourcing
•Development
•Organisation
•Relations
Outcome
•Human
•Organisation
•and Social
Capital
Bus Impact
•Operations
•Customers
•Financial
•Mission
© Jon Ingham, 2020

8. 8
Adding Value
Input / investment
•Workforce
•Management time
•Budgets
•HR function
Activity
•Resourcing
•Development
•Organisation
•Relations
Outcome
•Human
•Organisation
•and Social
Capital
Bus Impact
•Operations
•Customers
•Financial
•Mission
Adding Value
© Jon Ingham, 2020

9. 9
Creating Value
Creating Value
© Jon Ingham, 2020
Input / investment
•Workforce
•Management time
•Budgets
•HR function
Activity
•Resourcing
•Development
•Organisation
•Relations
Outcome
•Human
•Organisation
•and Social
Capital
Bus Impact
•Operations
•Customers
•Financial
•Mission
Adding Value

10. 10
Outcomes
Human SocialOrganisation

11. 11
Outcomes
Which is most important in your organisation?
• The value of your individual employees, based on their skills and
engagement, working individually (human capital)
• The value provided by your employees working together in teams,
communities and networks (social capital)

12. 12
Activities
Jay Galbraith Star model
McKinsey 7S model

13. 13
Outcomes
Activities
Activities and Outcomes
© Jon Ingham, 2020

14. 14
Best Fit Activities and Outcomes
Input / investment
•Workforce
•Management time
•Budgets
•HR function
Activity
•Resourcing
•Development
•Organisation
•Relations
Outcome
•Human
•Organisation
•and Social
Capital
Bus Impact
•Operations
•Customers
•Financial
•Mission
© Jon Ingham, 2020

15. 15
Best Fit Activities and Outcomes
So if social capital is a more important outcome than human capital in
your organisation, then
Why do you manage, measure, develop and reward the performance of
individuals rather than doing this for teams, communities and networks?

16. 16
Why is Creating Value Important?
1. We Do Want to be Strategic!
https://issuu.com/hrmasia/docs/hrm_november2017

17. 17
Competitive Positioning
2. Our Outcomes are Now the Main Source
of Competitive Advantage

18. 18
Competitive Positioning
Core Competencies
2. Our Outcomes are Now the Main Source
of Competitive Advantage
Processes
Technology Intellectual
Capital

19. 19
Competitive Positioning
Core Competencies
Organisational Outcomes
2. Our Outcomes are Now the Main Source
of Competitive Advantage

20. 20
Our Value Chain informs the Business
Value Chain
http://strategic-hcm.blogspot.com/2019/06/interview-michael-porter-brexit.html

21. 21
McKinsey Organisation Health
“Performance is very much about our strategy, the big goal we’re going
for that we can measure in financial terms, the set of initiatives we’re
going to go after.
The health side is very much about me - how well do we align people on
where we want to go, how efficiently do we execute against that, and
how effectively, and how do we renew ourselves along the way.”

22. 22
Eg Creating Value in HR Technology
Systems of productivity
• Social collaboration
• Mobile apps / app stores and wearables
• Talent platforms
• Knowledge for individual and group improvement
Systems of engagement
• Talent management automation
• Information for manager decision making
Systems of record
• Administering HR operations
• Self service, case management system
• Data for the HR function
Create
value
Add
value
Value for
money
© Jon Ingham, 2020

23. 23
Requirements for Creating Value
Energy comes from people > the business
Language of people > language of business
Human skills > business skills
(psychology, sociology, anthropology, cognitive neuroscience,
behavioural economics, etc)

24. 24
Businesses are Becoming People Centric
Too
https://www.wikiart.org/en/ivan-aivazovsky/ships-in-the-stillness-of-the-night-1888

25. 25
Opportunities for Creating Value
Create
value
Add
value
Value for
money
1. Undertaking activities to
accumulate outcomes:
• Strategic programmes
• Day to day approaches
2. Designing activities to enable
people to create outcomes
themselves

26. 26
Online Training Courses
HR Business Partnering
• Increasing Impact through Strategic HR Partnering (strand 1)
• Transforming the HR Organisation to Create Value (strand 2)
Organisation Design
• Modernising the Organisation Architecture (strand 1)
• Improving Processes and the Employee Experience (strand 2)
• Designing Jobs for Good Work and Increased Productivity (strand 3)
https://www.symposium.co.uk/events/category/training-products/

27. 27
More Online Training Courses
Innovating HR Practices
• Re-engineering Performance Management (strand 1)
• Developing New Reward Strategies and Approaches (strand 2)
Making a Success of Digital HR Transformation
https://www.symposium.co.uk/events/category/training-products/

28. 28
My Capability to Support You
• 20+ years in strategic HR, including as an
International HR Director
• Independent consultant, trainer, speaker,
blogger, author…
• ‘The Social Organization’ (June 2017)
• With Dave Ulrich: ‘Building Better HR
Departments’ (2016)

29. 29
About me: joningham.com
“Strategic HCM”: strategic-hcm.com / strategic-hcm.blogspot.com
“The Social Organisation”: organization.social /
koganpage.com/SocialOrganization
Social media: linkedin.com/in/joningham, twitter.com/joningham
Email: jon@joningham.com, phone: 07904 185134
For More Information On Me