A strategic approach to Human Resource Management
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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
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”
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
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
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