Building & Aligning the HR Strategy. HR Transformation & Mastery. What is Trending & Progressive?

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1 Randy Patterson 1

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3 Building the HR Team (Structure, Competencies, Roles) Building & Aligning the HR Strategy HR Transformation & Mastery What is Trending & Progressive? 3

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5 Typically consist of: Functional Experts and/or Specialists (e.g. Compensation, Talent Management, Benefits, etc.) Relationship Managers (e.g. HR Business Partners) Services (e.g. Payroll, Administration, etc.) 5

6 Key considerations: One size doesn t fit all with HR organizational design Seek business input on design Some HR associates can serve dual / multiple roles RMs can t own 100% of the business interface Functional experts and services must remain customer focused despite perceived degree of separation and role of relationship managers Services can t be an after thought, especially given fact that many businesses won t take you seriously if you can t first handle services effectively 6

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8 Basics & Fundamentals Emotional Intelligence Intuitive Listening Responsive Curious Character Collaborator Differentiators Adaptable Courageous Simplifier Decisive Insightful Organized Prioritization Sense of Urgency Financial Acumen 8

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10 Basics & Fundamentals HR Experts Coaches & Advisors Change Agents Culture & Engagement Champions Institutors of HR Operational Excellence Differentiators Talent Architects Business Strategists Capability Enabler Performance Assessors Workforce Planners 10

11 Business and HR strategy are built and managed in unison HR must help the enterprise accomplish its strategic and operational objectives Purpose of alignment is to connect the business to the talent needed to drive it (along with all of the supporting processes, e.g. talent reviews) Business acumen is the common language that can (and should) be taught throughout HR profession HR should hold itself accountable for specific HR drivers that improve business results, but track both Ensure components of HR strategy are simple to understand and follow (ADME) 11

12 Attract Provide the right people, at the right time, in the right place Develop Provide the right skills and knowledge to meet customer needs Engage Maximize the hearts, minds, and hands of our associates Motivate Differentiate and recognize top performance 12

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15 Critical to know why you are transforming and how it improves the business What are you are transforming from? What you are transforming to? Typical transformations move through two or more of following stages: (1) developing, (2) developed, (3) advanced and (4) mastery The goal of transformation often includes the development of mastery in one or more areas that create critical value for the business and set the foundation to enable an effective state of evolution Give your HR transformation the time and resources it deserves 15

16 Mastery is the knowledge and skills that allow you to do, use, or understand something very well. The upper hand in a contest or competition Merriam/Webster Focus on mastery of areas that create competitive advantage Challenge HR team with the same rigor and expectations as other corporate functions, but allow them same latitude and innovation Mastery is first judged internally, but you have to ask Become and remain a student of the profession and benchmark daily 16

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18 The Tailor - The magic is in the fitting of best practices Let the Work Drive the Workplace - Collaboration vs. individual contribution Virtual HR - Meeting the virtual workforce where it will be Talent + Planning - Effectively connecting talent management with workforce planning Emerging Generations - Effective investments for building pipeline across generations to address anticipated needs for skills and succession for critical roles Alma Matters Leverage alumni groups to drive assimilation, diversity and engagement HR Rock Stars - Finding HR talent in unique places (professions, schools, etc.) with differentiating skills (technology, analytics) It s Personal - Engagement is more personal and individualized, there are no short-cuts with averages and generalizations 18

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