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Consultative Skills For HR Professionals

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Consultative Skills For HR Professionals

  1. 1. Consultative Skills for HR Professionals 1
  2. 2. ACTIVITY - Fast Networking……  Q1: What makes a great internal / external HR consultant?  Q2: What do your organizational leaders respect about internal / external HR consultants?  Q3: What do your organizational leaders HATE about internal / external HR consultants?  Q4: How can HR professionals up their game in internal consulting? 2
  3. 3. OK, now before we start….. What will make this session most successful for you? What do you want to achieve here today? 3
  4. 4. Agenda  The HR Transformation  The HR Partner as “Trusted Advisor”  Facilitative Consulting  Problem Structuring and Solving 4
  5. 5. Have you heard this before?  HR doesn’t have a seat at the table?  We should just outsource the whole function?  HR is G&A overhead  Oh no, another HR Program!!  Just fill out the form and get it done.  Don’t involve HR, they just slow things down.  HR always says NO!! 5
  6. 6.  Basic HR responsibilities are being automated outsourced or off-shored.  Web technology, low-cost centers, and outsourced service centers.  Companies are searching for efficiency.  WE MUST CHANGE!!! 6 What’s Going On Out There??
  7. 7. 7 Base-lining Your Positioning The Talent Management Maturity Model
  8. 8. 8 Where are you?? Maturity Stage Organizational Support Conditions Talent Management Utilization Talent Management Activities Stage 4: Leadership: Full ownership and accountability at all organizational levels Metrics: Value-based metrics & ROI Focus: Business Impact Maturity Alignment: Aligned with business strategy, goals and objectives reinforced by compensation Uses: Integral to business strategy and execution Components: Complete suite of Talent Management Components Infrastructure: Integrated with enterprise IT systems and extensive support resources including funding Adoption: Enterprise wide Integration: Seamless with business execution Stage 3: Leadership: HR, Executive Sponsor, Some deeper organization levels Metrics: Activity, Commitment, Results Focus: TM Results Professionalism Alignment: Aligned with business strategy, customized to fit business needs Uses: Full range of purposes including, planning, forecasting, business execution, strategy support Components: Most standard TM components Infrastructure: Set of IT systems or Separate TM system, appropriate level of support resources Adoption: Most business units, elements Integration: Activities are connected and integration with business execution has started Stage 2: Leadership: HR, Some Executive Sponsorship, multiple pieces of organization Metrics: Activity, Commitment Focus: TM Development (developing new TM components) Expansion Alignment: Aligned with pieces of business strategy or with units of business Uses: Multiple purposes Components: Multiple components Infrastructure: Some IT stand alone applications, some support resources Adoption: Some business units, elements Integration: Mostly stand alone activities, maybe some activities connected Stage 1: Leadership: HR, Program Owner Metrics: primarily activity based Focus: TM Activity Delivery New Venture Alignment: Little alignment, may be stock program activity Uses: Single purpose Components: Single of a few components Infrastructure: No or little IT, program support resources only Adoption: Program Participants Integration: Little or no integration, likely a stand alone activity
  9. 9. 9 Human Resources are Corporate Assets
  10. 10. 10 Every Asset Must Produce a Positive Return for the Enterprise
  11. 11. 11 For example, a company has an EBITDA target of 25% for a given fiscal year.
  12. 12. 12 Each person then, to contribute to this target, must produce at least 25% return over their loaded salary and associated overhead.
  13. 13. 13 HR’s Role is to Manage this Return On Investment Process!!
  14. 14. The HR Partner as the “Trusted Advisor” 14
  15. 15. 15
  16. 16. “Customers attach value to products in proportion to the perceived ability of those products to help solve their problems. Hence a product has meaning only from the viewpoint of the buyer. Only the buyer or user can assign value, because value can only reside in the benefits he wants or perceives.” - Theodore Levitt, The Marketing Imagination A Thought…. 16
  17. 17. 17
  18. 18. Credibility (C) + Reliability (R) + Intimacy (I) T = Self-Focus (SF) 18 The Trust Equation
  19. 19. 19 ACTIVITY The Trust Equation  Map out your current trust equation with your key client(s).  Scale is 1-10 with 1 being lowest and 10 being highest.  Example: T = C (7) + R (8) + I (5) / SF (5) = 4
  20. 20. Becoming a Trusted Advisor by Reducing Self-Focus Requires Listening 20
  21. 21. Trusted Advisor: Asking the Right Questions S ituation (the facts) Motivation (the underlying motivators) I mplication (what if?) 21
  22. 22. Bad Questioning Habits Avoid asking an open question, then closing it by providing options.  Avoid asking a question, pausing, then rephrasing it.  Avoid multiple questions.  Avoid questions that imply disapproval.  Avoid using questions as statements 22
  23. 23. ACTIVITY Asking the Right Questions  Ask the volunteer about his / her hobby?  Group 1 uses only Situation Questions  Group 2 uses only Motivation Questions  Group 3 uses only Implication Questions 23
  24. 24. Becoming a Trusted Advisor – Listening Strategically  Subordinate your agenda.  Attend to the other.  Encourage with prompting statements. Listen for feelings, emphasis, and omissions.  Clarify, summarize, and paraphrase. You can’t listen with your mouth open! 24
  25. 25. Focusing on the Bottom Line Facilitative Consulting 25
  26. 26. Facilitative Consulting Model 26
  27. 27. Facilitative Consulting Model “What do you want to achieve?” “What is it worth to you?” “What are your key issues or concerns?” “What do you need to achieve your goals?” 27
  28. 28. Two Funerals and a Wedding The Customer is Always Right “Trust us. We’re the experts.” Funeral Funeral 28
  29. 29. Linking Goals, Issues, Features, Benefits, and Proofs Benefits Add Up to Goal Attainment Answer: “So what?” 29
  30. 30. Becoming a Trusted Advisor – Listening Strategically Do not offer solutions too early…..  Ask the “So What”?  Dig for the real need  Don’t be satisfied with the superficial 30
  31. 31. Problem Structuring & Problem Solving 31
  32. 32. Problem Solving: 32 Define and Structure Generate Options Pick Best Solution
  33. 33. The Problem can never be the absence of a solution.  For example: “we need to improve the Performance Management System”  Or: “we need to do diversity training” WHY?? Ask Why 5 Times….. 33 Problem Solving: Define & Structure the Problem
  34. 34. 34 “Satisficing” The human behavior trend to accept the first solution that will work, rather than pushing to the optimal solution.
  35. 35. Creating a Mindset for Problem Solving • What does this image say? • What do you see? • Which line is longer, AB or CD?A B C D 35
  36. 36. Pushing for Insight • How can you remove three matches to leave four? • How can you connect all nine circles by drawing only three straight lines without lifting your pen? Figures from “Thinkertoys” by Michael Michalko. © Copyright 1991 by Ten Speed Press. 36
  37. 37. Answer 37
  38. 38. Brainstorming Brain - writing Carousel brainstorming Simulation Analogy Role Play Challenging Assumptions Problem Re-Statement 38 Problem Solving: Generate Options
  39. 39. 39 Issue Weight Solution A / internally led sales development program Solution A Score Solution B Score / Outsource to Learning Partner Solution B Score Solution C / eLearning Solution Solution C Score Quality of Program 9 6 54 10 90 4 36 Speed of implementation 7 9 63 7 49 4 28 Ability to measure impact 8 7 56 8 64 8 64 Cost 8 10 80 5 40 8 64 TOTAL SCORE 253 243 192 Problem Solving: Pick Best Solution
  40. 40. What Are Your Key Take-Aways? 40
  41. 41. Thank You!! 41

Notas del editor

  • Removing subjectivity is a tough thing because we are conditioned to think a certain way.
  • The large consulting firms of the world do a robust business because people believe them to be distinctive in their problem solving. What they are really distinctive in doing is pushing to the optimal solution, not just one that will work. And they reveal their exhaustive process for getting there.