1.
#TorontoHR
March 22
2017

2.
David Bator
@tembostatus
david@tembostatus.com
#torontohr

3.
Thank You

4.
• Get25% off your booking!
• Email Dan Jacob at dan@breather.comandmention
#TorontoHR

5.
JOIN US: Torontohr.slack.com Rebekah Koenig
CommunityManager

6.
Our Speaker
MaryAnn Dunlop
HR Intell

7.
How To Speak CEO

8.
YAYYOU!

9.
LEADERS

10.
MANAGERS

11.
PEOPLE

12.
So what’s the
deal with
engagement?

13.
Please, sir . . .

14.
2/3

15.
80%

16.
3x

17.
How to get it sold

18.
Today
• Deconstruct the talent management to
create strategy that aligns with business
objectives
• Show how HR can work in partnership with
CEOs
• Take you inside the corner office to share
real world examples of how decisions are
made with insight on how to win mindshare
& budget for your programs

19.
Who is the
HR Business Partner?

20.
Exercise
What makes a valued HR Business Partner.
Identify 3 characteristics working in groups
of 5.
– You will need a leader
– You will need a scribe
– You will need a presenter
You have 2 minutes

21.
What Makes a Valued HR
Business Partner – some thoughts
• Understand the business as well as the senior management team. This means
knowing the business in depth – not just the figures. You need to understand
who makes the money and how. What are the business goals? And what
levers need to be pulled to help the organisation achieve them? What are the
strengths and weaknesses of the business compared to the competition? Most
importantly, you need to know how the dynamics of the business work, and
how a change in one area will affect other areas.
•
Be an expert in your field. A good HR business partner knows their stuff – not
just the law and compensation, but how change happens and how to
engage people. Most importantly, they can determine how an intervention
will work in that business. This is a dynamic process and the most successful HR
business partners keep themselves up to date and renew their skills.
• Be flexible and open to change. If you are going to persuade others to take
on new ideas and ways of doing things, you need to be flexible too.
• Step back and take an objective view. Be involved with the business, but
never lose the ability to view it objectively. This will enable you to challenge
ideas and take a longer-term view.
• Communicate ideas clearly. It is no use having great ideas if you can’t sell
them.

22.
What Makes a Valued HR
Business Partner
• Take charge and challenge decisions. A big part of the job is thinking
up innovativeways of doingthings and havingthe guts to question
traditional systems.
• Believe in the impact of HR on the business, alongwith your people
and influencingskills. If a business is goingto reach its targets,
everyone in that business needs to believe they can make a
difference
• You need to believe in yourself and the impact you can have.
• Measure HR initiatives using the results in the business. HR has
traditionally measured itself by the activity it manages – for example,
the number of trainingcourses run, and the reduction in the pay bill.
HR business partners need to use business measures – for example,
what was the change in the efficiency of the people who attended
the training, and how did this affect the bottom line?

23.
Part 1:
7 Ways To Build A Relationship
With The CEO

24.
1. Understand the problems and
situations facing the business.

25.
2. What is the
CEO focussed
on?

26.
3. Be an active listener.

27.
4. Make life easier.

28.
5. Pick your spots.

29.
6. Sell
your
idea.

30.
Exercise
You will take a few moments to sell your idea!
Using the following model – tell your partner why
they should approve your program or budget
request –
PROBLEM/SITUATION - ACTION - RESULT (PAR)
You have 5 minutes approximately

31.
7. Get to know the assistant!

32.
Part 2:
What Keeps The CEO
Up At Night

33.
Numbers
NUMBERS

34.
Performance
of team.

35.
45% of CEOs
were not satisfied
with their
executive team
performance.

36.
82% of CEO
want a
greater sense
of urgency.

37.
6 ways to effectively set goals.
1. What are the key drivers?
2. Who owns them?
3. How do they cascade?
4. Is there a common line of sight?
5. What are the resources required?
6. Do they conflict with other directives?

38.
Questions?

39.
www.hrintell.com

40.
www.tembostatus.com

41.
THANK YOU!