1. How HR can get a seat at the
CEO strategy table
2. You shouldn’t just have a “seat at the table” you
should be the one who helps build “the table.”
•Connoisseurs of Talent!
•Organizers of Genius
•Rigorous Recruiters of Excellence
•Agents of the “Rock Stars” of talent
•HR Strategy=Business Strategy
When you are seen as the key source for bringing in
and growing world class talent–you will have
incredible power because you will add massive
bottom-line value
3. Microsoft The IBM 16 Billion
Dollar Strategy
Total World Domination Collaborative Partnerships with
The Top 5% Customers
Bet the Company Drive Unique value and GROWTH
Require Failure through Innovation and Creativity
Managers are Qualified Investing People
Perform, Perform, Perform Leverage Talent/ Knowledge
Shrimps vs. Weenies through Communication and Trust
Stop the Insanity
4. Lessons from 7 top CEOs
Dell, Welch, Gerstner, Grove, Gates, Kelleher, Walton
Have an outside-in perspective
Be deeply passionate about your job
Understand the importance of culture
Create or adapt next generation products,
processes and solutions
Implement the best ideas regardless of origin
5. What does the CEO’s have to say!
Siddharth Chaturvedi Infosys-Bangalore,
India
Understand your “I define strategic HR as the linking of
organization’s business human resources with strategic goals and
objectives in order to improve business
Strategic HR Share performance and develop an organizational
responsibility of the culture that fosters innovations and
flexibility.”
business goals
Know the HR business The new breed of HR managers need to
thoroughly understand and know how to measure the
Run the HR department monetary impact of their actions, so as to be
able to demonstrate the value added
like a business contributions of their functions.
HR professional become strategic partners
when they participate in the process of
defining business strategy by asking
questions that move strategy ahead and when
they design HR practices that align with the
key business strategies to deliver
measurable competitive advantage and ROI.
6. Strategic HR What did it all say?
You must deeply understand how the business works
You have to add value that no one else brings
You have to be able to clearly measure the real
impact you have on revenue, profitability and market
share
You have to be thinking about where the business
will be five years out–but putting in the place today
the plans, process and people that will get it there
You will get a seat at the table when you personally
add so much value that they wouldn’t dare have a
strategy meeting without you there ---regardless of
what your title might be..!
