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Strategic Human Resources Transforming HR from a staff function to a strategic business partnership  SBP
Introduction ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Course Facilitator Tony Osime Name Facilitation Specialty Finance Experience BSc. Economics Education Nigeria Based In
Course Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Your Objectives ,[object Object],[object Object],[object Object]
Course Schedule ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ground Rules ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Materials/Environment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Questions?
Topics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Topic 1 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Challenge Why We Hate HR   “ In a knowledge economy, companies with the best talent win. And finding, nurturing, and developing that talent should be one of the most important tasks in a corporation. So why does human resources do such a bad job -- and how can we fix it?” Keith H. Hammonds
Business Success Yesterday Today Tomorrow
The HR Function Yesterday Today Tomorrow
A SBP Framework ,[object Object],[object Object],[object Object],[object Object],Four SBP Concepts
Three Kinds Of HR Work ,[object Object],[object Object],[object Object],[object Object],[object Object],Transactional Activity
Three Kinds Of HR Work ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tactical Activity
Three Kinds Of HR Work Strategic Activity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],✔ ✔ ✔
Transforming HR 1) Transactional 2) Tactical 3) Strategic Going up! Holy Grail
A SBP Framework ,[object Object],[object Object],[object Object],[object Object],Four SBP Concepts
The Need Hierarchy Business Needs Performance Needs Work  Environment  & Capability  Needs
A SBP Framework ,[object Object],[object Object],[object Object],[object Object],Four SBP Concepts
Asking the “Right” question “Right” Asking the right question uncovers the hidden part of the iceberg Strategic Opportunities
‘Should’ ‘Is’ ‘Cause’ What is the  desired  state? What is the  current  state? What is the root  cause? Should Is Cause Types of Questions
The G A P S Model Select  the right SOLUTIONS Pin  down the CAUSES Analyze  the IS Go  for the SHOULD
A SBP Framework ,[object Object],[object Object],[object Object],[object Object],Four SBP Concepts
Identifying the true client Accountable for achieving business results Authority or power to get things done In the chain of command of staff involved in the change
A SBP Framework ,[object Object],[object Object],[object Object],[object Object],Four SBP Concepts
Framework for The New HR From a staff function to a strategic business partnership
Framework For The New HR The SBP Model A ccess C redibility T rust Build Client Partnerships ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Business Partners ,[object Object],[object Object],[object Object]
Topic 2 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Building Client Partnerships A ccess C redibility T rust Build Client Partnerships Identify & Partner to support strategic projects Influence Business Strategies & Direction
Gaining Access To Clients “ If senior management sees me only when there is a problem, that is how they will think of me” Strategic Business Partner
Gaining Credibility & Trust “ Credibility and trust are gained the old fashioned way…you earn them!”
Definition – Credibility Credibility “ the confidence others have in your ability to deliver results”
Definition – Trust Trust “ the confidence others have in your integrity & reliability”
Solutions v Results Solution Results v Understanding the difference
Developing Credibility Business Requirements & Strategies HR Technology, Processes, Solutions
SBP as Integrator Linkage Business requirements & strategies of the organization HR technology, processes & solutions
Business Knowledge Successful SBP’s think like a business person Balance Organization Industry
What SBP’s Need to Know ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organization Industry
How to gain Business Knowledge ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HR Knowledge I ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Working Knowledge Foundational Competence
HR Knowledge II ,[object Object],[object Object],[object Object],[object Object],[object Object],Understand Principles Second Level Competence
How to gain HR Knowledge ,[object Object],[object Object],[object Object],[object Object]
Apply Business & HR Knowledge ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Developing Trust ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Summary ,[object Object],[object Object],[object Object],[object Object],[object Object]
Topic 3 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Identifying Strategic Opportunities A ccess C redibility T rust Build Client Partnerships Identify & Partner to support strategic projects Influence Business Strategies & Direction
The Logic Used To Identify Strategic Opportunities “ We influence more by what we ask than what we tell” Jim & Dana Robinson
Asking the “Right” question “Right” Asking the right question uncovers the hidden part of the iceberg Strategic Opportunities
The  G   A   P   S  Model Select  the right SOLUTIONS Pin  down the CAUSES Analyze  the IS Go  for the SHOULD
Gaps! Map Business SHOULD Performance SHOULD Business IS Performance IS Factors External To Organization Factors Internal To Organization Factors Internal To Individuals (Work Environment Needs) Capability Needs Go for the SHOULD G Analyze the IS A Pin Down the CAUSES P Select the right SOLUTIONS S Business Need: _______________ Employee Group: _______________ Outside the business unit Within the business unit
Strategic HR Techniques ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Reframe Requests to Identify Strategic Opportunities Sir Francis Bacon “ A Prudent question is one - half of wisdom”
Reframe Requests to Identify Strategic Opportunities Reframe to view problems from a different point of view
Solutions v Results Team Building Resolving Team conflicts v Solution Results v
Qualifying Criteria  ,[object Object],[object Object],[object Object],[object Object],[object Object],Strategic Opportunity?
Preparing for a  Reframing Meeting 1) Develop a GAPS! map 2) Prepare questions 3) Prepare opening question
Core Behaviors ,[object Object],[object Object],[object Object],[object Object],During the meeting…
Summary ,[object Object],[object Object],[object Object],[object Object]
Strategic HR Techniques ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Proactively Identify  Strategic Opportunities
Definition – Proactive … Creating or controlling a situation by taking the initiative.
Proactive Conversation The direction of a proactive conversation Business Needs Performance Needs Work  Environment  & Capability  Needs
The best time to join? The earlier you join a project the more options you have for influencing its direction
How to identify  Strategic opportunities Industry Knowledge Company Knowledge Trends Gaps Strategic Opportunities Links Links Links Links
Forward Articles Follow up with a meeting
Schedule Meetings ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Preparing for a proactive conversation – Information ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Preparing for a proactive conversation – Opening ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Proactive Conversations Activities Outcomes Focus On Outcomes Not Activities
Proactive Conversations Suppose that happens, how would you know you have succeeded? I would know when….
Summary ,[object Object],[object Object],[object Object]
Strategic HR Techniques  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Kick-Off: When the client says yes Sun Tzu  (500 B.C.) “ Opportunities multiply as they are seized”
Respond Quickly ,[object Object],[object Object],[object Object],[object Object]
Data & Best Solution ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Choose a good model
Performance Model Information Provided Questions Answered Applications Focus Describes performance as it should be to achieve business goals A specific job or role What must employees do more, better, or differently ,[object Object],[object Object],[object Object],[object Object],[object Object]
Competency Model Information Provided Questions Answered Applications Focus Describes Skill, knowledge & attributes A category of employees What Skill, knowledge & attributes do staff need? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Process Model Information Provided Questions Answered Applications Focus Describes the workflow required to accomplish results A category of employees What is the optimal flow of steps to achieve a goal? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Gap Analysis Information Provided Questions Answered Applications Focus Describes current employee performance compared to SHOULD performance. Identify strengths & gaps What practices are & are not being used? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Cause Analysis Information Provided Questions Answered Applications Focus Factors within the organization & within the employees Identify strengths & gaps What practices are & are not being used? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Implementation Tool – GRIP Goals Resources, Roles &  Decisions Interpersonal Relations Processes 12) Work & communication processes are optimized? 11) Processes are modeled and rehearsed first? 10) Work is organized to accomplish the goals? P 9) Needs of everyone has been met? 8) Conflict approached openly and constructively? 7) Trust & openness in communication and relationships? I 6) Decisions are based on expertise? 5) Everyone knows their roles? 4) Resources are sufficient and they are used optimally? R 3) Leadership towards goals is shared? 2) Goals are understood and committed to by all? 1) Goals are specific outcomes not activities? G GRIP –  G oals,  R esources/Roles/Decisions,  I nterpersonal Relations,  P rocesses
Topic 4 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
4 Tools ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Gaps! Map Business SHOULD Performance SHOULD Business IS Performance IS Factors External To Organization Factors Internal To Organization Factors Internal To Individuals (Work Environment Needs) Capability Needs Go for the SHOULD G Analyze the IS A Pin Down the CAUSES P Select the right SOLUTIONS S Business Need: _______________ Employee Group: _______________ Outside the business unit Within the business unit
5 Level Helicopter Thinking Why? - Increase output Why? - Get best people Task- Select People How? - Check skills How? - Use tests
The Five Whys Meta-Problem ,[object Object],[object Object],[object Object],[object Object],[object Object],Why? Why?
1 2 3 4 5 Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? The Five Whys
The Five Hows Meta-Action ,[object Object],[object Object],[object Object],How? How?
1 2 3 4 5 How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? The Five Hows
Influence Diagram Key Driver Outcome Out: 1 In: 0 Issue: Out: 1 In: 1 Issue: Out: 0 In: 2 Issue: Out: 1 In: 0 Issue: Out: 0 In: 2 Issue: Out: 1 In: 1 Issue: Out: 3 In: 1 Issue:
Financial Business Case Tangible Intangible Costs Benefits Time HR Intervention Return on investment Existing Business Return on investment
The Book Aligning People Strategies With Business Goals What does a strategic business partner do? And how does an HR professional transition into this role?
The Authors Dana Robinson Jim Robinson Partners in Change, Inc., founded in 1981, is a research-based consulting firm led by Dana Robinson and Jim Robinson.    The Robinsons are renowned leaders in aligning people strategies with business goals.
Conclusion ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Conclusion Why We Love HR   “ In a knowledge economy, companies with the best talent win. Finding, nurturing, and developing that talent is one of the most important tasks in our corporation. With HR doing such a good job we are destined for great success!” CEO

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Strategic HR

  • 1. Strategic Human Resources Transforming HR from a staff function to a strategic business partnership SBP
  • 2.
  • 3. Course Facilitator Tony Osime Name Facilitation Specialty Finance Experience BSc. Economics Education Nigeria Based In
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  • 12. The Challenge Why We Hate HR “ In a knowledge economy, companies with the best talent win. And finding, nurturing, and developing that talent should be one of the most important tasks in a corporation. So why does human resources do such a bad job -- and how can we fix it?” Keith H. Hammonds
  • 13. Business Success Yesterday Today Tomorrow
  • 14. The HR Function Yesterday Today Tomorrow
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  • 19. Transforming HR 1) Transactional 2) Tactical 3) Strategic Going up! Holy Grail
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  • 21. The Need Hierarchy Business Needs Performance Needs Work Environment & Capability Needs
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  • 23. Asking the “Right” question “Right” Asking the right question uncovers the hidden part of the iceberg Strategic Opportunities
  • 24. ‘Should’ ‘Is’ ‘Cause’ What is the desired state? What is the current state? What is the root cause? Should Is Cause Types of Questions
  • 25. The G A P S Model Select the right SOLUTIONS Pin down the CAUSES Analyze the IS Go for the SHOULD
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  • 27. Identifying the true client Accountable for achieving business results Authority or power to get things done In the chain of command of staff involved in the change
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  • 29. Framework for The New HR From a staff function to a strategic business partnership
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  • 33. Building Client Partnerships A ccess C redibility T rust Build Client Partnerships Identify & Partner to support strategic projects Influence Business Strategies & Direction
  • 34. Gaining Access To Clients “ If senior management sees me only when there is a problem, that is how they will think of me” Strategic Business Partner
  • 35. Gaining Credibility & Trust “ Credibility and trust are gained the old fashioned way…you earn them!”
  • 36. Definition – Credibility Credibility “ the confidence others have in your ability to deliver results”
  • 37. Definition – Trust Trust “ the confidence others have in your integrity & reliability”
  • 38. Solutions v Results Solution Results v Understanding the difference
  • 39. Developing Credibility Business Requirements & Strategies HR Technology, Processes, Solutions
  • 40. SBP as Integrator Linkage Business requirements & strategies of the organization HR technology, processes & solutions
  • 41. Business Knowledge Successful SBP’s think like a business person Balance Organization Industry
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  • 51. Identifying Strategic Opportunities A ccess C redibility T rust Build Client Partnerships Identify & Partner to support strategic projects Influence Business Strategies & Direction
  • 52. The Logic Used To Identify Strategic Opportunities “ We influence more by what we ask than what we tell” Jim & Dana Robinson
  • 53. Asking the “Right” question “Right” Asking the right question uncovers the hidden part of the iceberg Strategic Opportunities
  • 54. The G A P S Model Select the right SOLUTIONS Pin down the CAUSES Analyze the IS Go for the SHOULD
  • 55. Gaps! Map Business SHOULD Performance SHOULD Business IS Performance IS Factors External To Organization Factors Internal To Organization Factors Internal To Individuals (Work Environment Needs) Capability Needs Go for the SHOULD G Analyze the IS A Pin Down the CAUSES P Select the right SOLUTIONS S Business Need: _______________ Employee Group: _______________ Outside the business unit Within the business unit
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  • 57. Reframe Requests to Identify Strategic Opportunities Sir Francis Bacon “ A Prudent question is one - half of wisdom”
  • 58. Reframe Requests to Identify Strategic Opportunities Reframe to view problems from a different point of view
  • 59. Solutions v Results Team Building Resolving Team conflicts v Solution Results v
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  • 61. Preparing for a Reframing Meeting 1) Develop a GAPS! map 2) Prepare questions 3) Prepare opening question
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  • 65. Proactively Identify Strategic Opportunities
  • 66. Definition – Proactive … Creating or controlling a situation by taking the initiative.
  • 67. Proactive Conversation The direction of a proactive conversation Business Needs Performance Needs Work Environment & Capability Needs
  • 68. The best time to join? The earlier you join a project the more options you have for influencing its direction
  • 69. How to identify Strategic opportunities Industry Knowledge Company Knowledge Trends Gaps Strategic Opportunities Links Links Links Links
  • 70. Forward Articles Follow up with a meeting
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  • 74. Proactive Conversations Activities Outcomes Focus On Outcomes Not Activities
  • 75. Proactive Conversations Suppose that happens, how would you know you have succeeded? I would know when….
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  • 78. Kick-Off: When the client says yes Sun Tzu (500 B.C.) “ Opportunities multiply as they are seized”
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  • 86. Implementation Tool – GRIP Goals Resources, Roles & Decisions Interpersonal Relations Processes 12) Work & communication processes are optimized? 11) Processes are modeled and rehearsed first? 10) Work is organized to accomplish the goals? P 9) Needs of everyone has been met? 8) Conflict approached openly and constructively? 7) Trust & openness in communication and relationships? I 6) Decisions are based on expertise? 5) Everyone knows their roles? 4) Resources are sufficient and they are used optimally? R 3) Leadership towards goals is shared? 2) Goals are understood and committed to by all? 1) Goals are specific outcomes not activities? G GRIP – G oals, R esources/Roles/Decisions, I nterpersonal Relations, P rocesses
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  • 89. Gaps! Map Business SHOULD Performance SHOULD Business IS Performance IS Factors External To Organization Factors Internal To Organization Factors Internal To Individuals (Work Environment Needs) Capability Needs Go for the SHOULD G Analyze the IS A Pin Down the CAUSES P Select the right SOLUTIONS S Business Need: _______________ Employee Group: _______________ Outside the business unit Within the business unit
  • 90. 5 Level Helicopter Thinking Why? - Increase output Why? - Get best people Task- Select People How? - Check skills How? - Use tests
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  • 92. 1 2 3 4 5 Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? The Five Whys
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  • 94. 1 2 3 4 5 How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? The Five Hows
  • 95. Influence Diagram Key Driver Outcome Out: 1 In: 0 Issue: Out: 1 In: 1 Issue: Out: 0 In: 2 Issue: Out: 1 In: 0 Issue: Out: 0 In: 2 Issue: Out: 1 In: 1 Issue: Out: 3 In: 1 Issue:
  • 96. Financial Business Case Tangible Intangible Costs Benefits Time HR Intervention Return on investment Existing Business Return on investment
  • 97. The Book Aligning People Strategies With Business Goals What does a strategic business partner do? And how does an HR professional transition into this role?
  • 98. The Authors Dana Robinson Jim Robinson Partners in Change, Inc., founded in 1981, is a research-based consulting firm led by Dana Robinson and Jim Robinson.   The Robinsons are renowned leaders in aligning people strategies with business goals.
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  • 100. Conclusion Why We Love HR “ In a knowledge economy, companies with the best talent win. Finding, nurturing, and developing that talent is one of the most important tasks in our corporation. With HR doing such a good job we are destined for great success!” CEO