Session W6. Developing HR Business Partners as Change Activists

Transcription

1 Session W6 Developing HR Business Partners as Change Activists

2 HRBP as Change Activists Giles O Halloran Lead Tutor - CIPD 2

3 Firstly.. DON T PANIC.!! 3

4 Socialising the Session Feel free to use the following: #cipdace17 Follow the CIPD on social platforms

5 Who is this Giles O Halloran? CIPD Lead Tutor Head of HRBP Prog Not an Expert, but an Enthusiast Freelance People Strategist & Partner Love Triangles and Things in 3s Fascinated by the Future

6 Start Point: What is an HRBP and what is HR Business Partnering?

7 Things to think about One size does not fit all Its not simply the WHAT, but the HOW + WHY Not just a role = set of capabilities + a mindset Partner with the Business + HR stakeholders Being savvy business, digital etc. Understanding where to invest time for impact 7

8 HR Business Partner 1.0 & The HR Journey

9 The HR Journey Business Savvy Service driven Process driven Insight driven Organisational Savvy Contextual Savvy Minimum Critical Personnel Managem ent Strategic HRM Next Generatio n HR Source CIPD

10 The Evolution of HR & HRM (Adapted from Kearns, 2001; based on Ulrich) Potential added value ( ) Personnel Management HRM Strategic HRM Service driven HR Process driven HR Next Generation HR MINIMUM CRITICAL Internal consultant Business partner Organisation designer Welfare Personnel admin Professionally Effective personnel qualified management/hrm Qualified Helping using tools systematically decisions managers make Business person in HRM Working with managers to achieve their Total people-business integration Ensuring HR strategy is fully aligned with business strategy

11 1997 Happy Anniversary!! FOCUS Strategic & Future Focus ACTIVITIES Management of Processes Strategic Partner Aligning HR and business strategy: organisational diagnosis - Business Partnering Change Agent Managing transformation and change Management of People Administrative Expert Shared services : reengineering organisation processes Employee Champion Listening and responding to employees Operational and dayto-day Source: Dave Ulrich Human Resource Champions 1997

12 The Three Legged Stool Model 12

13 1997 to Present HR DELIVERY MODEL Shared Services Centre of Excellence Business Partners Centralised, technology-enabled HR service delivery excellence. Sometimes outsourced HR experts with specialist knowledge who deliver leading edge strategy and solutions HR professionals working closely with business leaders to improve business outcomes through human capital solutions

14 HR Business Partner Ulrich next steps Reassess & Redefine HR

15 Ulrich Model in Practice Three typical versions:- (Roffey Park Institute 2009) 1. Full implementation of three-legged stool 2. Introduction of business partner role(s) 3. Using business partnering to work with line managers without changing HR roles or job titles

16 Stepping up the Value Chain Traditional HR HR Business Partnering Operational focus Action-oriented Resolving existing performance problems Efficiency focus Strategic focus Business goal-oriented Identification of key issues / opportunities Effectiveness focus

17 Next Generation HR Four Linked Propositions & Themes 1. HR is there to drive sustainable performance 2. HR needs to become insight-driven 3. HR needs to look and feel more situational 4. HR leadership needs re-defining in this light

18 Next Generation HR Health to Agility Engagement to Authenticity Support-driven HR to Insight-driven HR Partner to Provocateur

19 Next Generation HR Partner to Provocateur Insight-driven HR Building organisational equity (from health to agility and engagement to authenticity ) (CIPD 2009)

20 Ulrich HR Model

21 CIPD 2014 Survey: Key Themes 1. Business discipline first - People discipline second 2. Regular environmental scanning = develop organisational insight 3. Find key improvement points = disproportionate impact 4. Enabler of change, innovation and agility = competitive advantage 5. Lead from the front in the war for talent 6. Use data effectively to gain HR insight 7. Simplify the HR offer 8. New capabilities partnership, stewardship, etc. 9. Build influence and trust across the organisation 10. Fully master technology

22 What did we learn? Source

23 Ulrich comes of age Source

24 Data Insight is an issue! R E C O R D I N G Red Minimum level The HR metrics and data that all organisations should maintain for statutory or base recording reasons. I N F O R M I NG Amber Added value level The HR metrics and data that all organisations should maintain to improve the integrity of data and decisionmaking D R I V I N G Blue Influencing and directing level The HR metrics and data that organisations should aspire to maintain not only to improve the range and depth of their HR information, but to facilitate more sophisticated information and decision-making from the Board down.

25 Ulrich 3.0? 25

26 Changes we are seeing to HR and the HRBP model today

27 Emerging observations/trends Rise of Functional Partners HRBP Specialisation The HRBP Spectrum Business to HR Partners Removing Business from HRBP Freelance HR being true HRBPs HRBP = foundation The what next question? 27

28 Is what we call HR changing? HR Department HR Service HR Outsource Service HRBP & HR Operations People Operations People & Culture Employee Experience Employee Success Talent & People Organisational Capability Strategic Talent People Excellence

29 So what kind of HRBP will we see next?

30 Digital HR? HR Systems Social HR Apps for HR

31 Strategic Work Architects?

32 Hollywood HR?

33 Diverse HR?

34 Organisation Transformation & Evolution?

35 WHICH FUTURE DO YOU FORESEE?

36 Some thoughts to consider

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38 My predictions Work Analysis & Architect < in-house HR > outsource HR HRBP App option Strategic HR as a specialist in-house focus Virtual workforce expertise Scenario Planning being a capability Data led decisions + behaviour based Insight Strategic service management Augment vs Automate HR will be more than HR professionals Business Partnering will be fundamental

39 Change I want to see Augment vs. Automate - mindset Should vs. Could - mindset Provocateur vs Passive Capable + Confident = Credible Customise vs Standardise - practice Practice vs. Policy - practice People vs. Process - mindset Common sense Common Practice Nomenclature - Business, HR etc. 39

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41 Change & Transformation HR & The Business

42 The workplace is changing fast : HR must evolve Volatile Uncertain Complex Ambiguous

43 Changes to Business Models From: Top-down, hierarchical Financial performance Sequential thinking, processes Internal R&D / Policy making Strategic planning and risk aversion Hard-wired workforce Assets and ownership To: Emergent, experimental, purpose-led Flexible, on-demand, lifestyle workers Leveraged utilities, communal sharing Autonomous, socialised net-working Transformative purpose Experimentation, iteration, creativity Community, crowd, innovation as usual

44 The Change Game 44

45 Change Model Lewin Unfreeze/Freeze Model Kotter 8 Steps Change Process Beer & Nohria The E&O Theories Senge 5 th Discipline McKinsey 7 S Model Hofstede Cultural Dimensions Etc Etc. Etc 45

46 Another Change Curve The Diffusion of Innovation Rogers, 1962

47 Change the true constant Strategic Partner Aligning HR and business strategy: organisational diagnosis - Business Partnering Change Agent Managing transformation and change Administrative Expert Shared services : reengineering organisation processes Employee Champion Listening and responding to employees 47

48 So what next? The HRBP as change activist

49 HR needs to take its own medicine 49

50 Susskind Sages Three biases impacting the professions: Irrational rejectionism Technological myopia The AI fallacy Richard & Daniel Susskind 50

51 The Need to change HR HR Instruments Transactional skillset Enclose Line Managers Policy & Process Control & Risk Thought Police HR Innovation Transformation skillset Enhance Line Managers People & Programmes Community & Trust Thought Leadership

52 Simple Change Check in 3 WHY? The Market The Economy The Law Technology Society Expectations WHAT? Strategy Structures Systems Staff Skills Style Shared HR Values HOW? Role Focus Responsibilities Ways of Working Work Mindset Incentivise & Inform Organisational Coach Individual Behaviour

53 HRBP as a Change Catalyst TRANSFORMATIONAL Enlighten The Level of the Change TRANSTIONAL TRANSACTIONAL Enhance Effective Engage Efficient Emerge The Time needed to make the Change 53

54 Pyramid of Perception Capacity Capability Commitment 54

55 HRBP 3.0 Strategic Architects Delegate, automate and outsource Take a data driven approach to people Architecting a Culture First approach Developing an employee experience lens Becoming pro-active educators Think/Act like management consultants Become digital transformation experts.. Jeff Wellstead Partner - The Pioneers 55

56 The next stage of HRBP The time for HR is now it has to be transformed and transformational. - Perry Timms, PTHR

57 People Powered Organisations The 4 Zones Model for Transformational HR HR People & Organisation Transformation Business Partners >> HR People Strategy & Partnerships T-HR HR People Performance & Development HR People & Programme Support

58 Making the Personal & Professional Change ERASE REDUCE INCREASE CREATE

59 Simply put 59

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