There is a major gap between what your CEO cares about and the function of human resources within the organization.
At this #TorontoHR meetup we offered a tactical, practical guide to aligning organizational vision with an enterprise talent management strategy. We demonstrated how a combination of business acumen and a solution-centric outlook are critical to driving impact on the big things that keep your CEO up at night: Customers, Productivity, Succession and Profit.
Our speaker, MaryAnn Dunlop, deconstructed the talent management framework to create a strategy that aligns with business objectives.
23. 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
25. 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
26. 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.
27. 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?
35. 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
42. 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?