REINVENTING HR: PREPARING FOR THE NEW MODEL ENTER THE LEARNING ZONE AND REMAIN

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1 REINVENTING HR: PREPARING FOR THE NEW MODEL ENTER THE LEARNING ZONE AND REMAIN

2 STEPS TO THE NEW MODEL Constant Learning Zone Say goodbye to Comfort

3 DO YOU KNOW YOUR ORG STRATEGY Workforce Architect

4 STRATEGIST Understanding your Industry Understanding your business

5 PERFECT STORM Constant Change People & Talent will win

6 WHERE DO WE BEGIN Create a Vision & Mission Design the HR organization to deliver solutions: it is time to redesign HR with a focus on consulting and service delivery HR business partners must become trusted business advisors with the requisite skills to analyze, consult, and resolve critical business issues. Professional development and research have emerged as key HR capabilities

7 WHERE DO WE BEGIN Create rigorous assessments for top HR staff and rotate high performers from the business into HR to create a magnet for strong leaders. HR needs to raise its game by aligning its skills and capabilities with the organization s overall business goals. As HR pursues its own makeover, its strategic role must also change to meet the intense pressures of today s business environment.

8 SUCCESS MODEL Imagine an organization where business leaders look to HR for advice as they develop business strategies to drive growth, where HR is considered the developer of talent and leadership across the business, and where business leaders respect and admire the HR professionals as co-leaders of the business.

9 STEP 1: HR STRATEGIST The primary role of the HR Strategist is to translate business strategies into People Strategies. Broad areas of responsibility for the Strategist include workforce planning and talent acquisition, talent management, employee engagement, recognition framework all from a strategic prespective.

10 STEP 2: UNDERSTANDING YOUR DATA People analytics can be a powerful tool for the HR profession. It can be used to highlight talent, leadership, engagement shortcomings for your company Understanding the DNA of your workforce and connecting the dots

11 STEP 3: BRAND AMBASSADORS A strong employer brand allows an organization to be a talent magnet to hire the best, which will in turn benefit the business as well as to reinforce the brand. The 2014 Towers Watson Global Workforce Study also found that increasingly employees expect a consumer- like experience from their employers. No longer do they have the same workforce expectations as the generations before the HR function will be expected to apply consumer marketing and branding approaches to meet employee needs

12 STEP 4: HR AS VALUE CREATORS Enhancing the value of its human capital assets through strategic talent management efforts and aligned performance management and reward programs Today s organization's workforce can no longer be simply viewed as a cost item but can be a strategic asset that needs constant investment Talent management interventions can ensure the firm has a sustainable talent bench strength to deliver on its longer term strategy The value creation would in turn increase the visibility of the company to other potential investors and talent as well

13 HELP WANTED NEW COMPETENCIES It is a great time to be in HR because the future holds not only a promise, but a pathway to business impact. However the role has changed and the new competencies dictate that the skillset needs to change as well

14 COMPETENCIES NEEDED BUSINESS ACUMEN Definition: The ability to understand and apply information to contribute to the organization s strategic plan

15 COMPETENCIES NEEDED COMMUNICATION Definition: The ability to effectively exchange information with stakeholders Within the HR profession, Communication is essential, regardless of career level, organization size, or work sector.

16 COMPETENCIES NEEDED CONSULTATION SKILLS Definition: The ability to provide guidance to organizational stakeholders Consultation encompasses the ability to apply HR and human capital knowledge to address organizational needs and support internal stakeholders. HR professionals who are proficient in Consultation are able to provide guidance to other leaders and employees regarding HR policies and practices, as well as business challenges.

17 COMPETENCIES NEEDED CRITICAL EVALUATION Definition: The ability to interpret information to make business decisions and recommendations In today s technology driven business world it has become more and more important for HR professionals to gather, interpret and provide data to support their decision making processes. Business leaders and stakeholders expect access to quantifiable information

18 COMPETENCIES NEEDED ETHICAL PRACTICE Definition: The ability to integrate core values, integrity and accountability throughout all organizational and business practices Leaders and employees often turn to the HR function as the driver, monitor and model of ethics in their organizations. Ethical Practice involves integrating core values and accountability throughout all organizational and business practices.

19 COMPETENCIES NEEDED GLOBAL & CULTURAL EFFECTIVENESS Definition: The ability to value and consider the perspectives and background of all parties Many organizations are proactively attempting to increase the diversity of their workforce, while at the same time the workforce is becoming increasingly global. Many HR professionals today work for organizations that are multinational or that do a significant amount of business in locations outside of their country of origin.

20 COMPETENCIES NEEDED HR EXPERTISE (HR KNOWLEDGE) Definition: The knowledge of principles, practices and functions of effective human resource management HR Expertise is vital to successful job performance of HR professionals. This technical competency describes the knowledge needed by HR professionals to design, enact, evaluate, and maintain sound human resource management practices

21 COMPETENCIES NEEDED LEADERSHIP & NAVIGATION Definition: The ability to direct and contribute to initiatives and processes within the organization Leadership and Navigation encompasses an HR professional s ability to direct and contribute to initiatives and processes within the organization. Leadership and Navigation is an important building block for HR professionals at all levels to develop in order to advance their careers.

22 COMPETENCIES NEEDED RELATIONSHIP MANAGEMENT Definition: The ability to manage interactions to provide service and to support the organization HR professionals regularly interact with employees, leaders, job candidates, vendors, consultants, lawyers, government regulators and the general public.

23 BETTER MAKE THE CONNECTION There are no excuses. Your profession will either move with you or without you Get on board the train before it pulls out of the station Become more strategic

24 THANK YOU! Ron Thomas

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