Emerging trends in HR value creation
|
|
- Jessie Patterson
- 5 years ago
- Views:
Transcription
1 Emerging trends in HR value creation GMASHRM Madison, Wisconsin May 2016 Dave Ulrich Ideas About new business realities and how HR professionals add value Future What s next? Value added Who uses? Taxonomy Simplify and apply Overall Goals HR with Impact How can HR improve the work that gets done in organizations? Talk Engage in new conversations and access new information Tools Create tools (processes and systems) to create value Time Spend time on things that make a difference 2 1
2 Selected Books 3 New Context for HR 4 Setting STEPED Changes Social, technological, economic, political, environmental, demographic changes VUCA World (volatility, uncertainty, change, and ambiguity) Realty tv to realty politics, organizations, life Organization challenge Value Creation How do we make smart people better together? HR Implication Leadership success criteria Board time and interests Individual value by receiver Organization value HR value 2
3 Pre test 5 1. Perspective: What is the biggest challenge in my job today? 2. Outcomes: What are the outcomes of effective HR? (e.g., finance delivers economic insights; marketing customers; manufacturing quality products, HR??) 3. Transformation: What are the requirements for effective HR transformation? Question 1 HR outside in: Evolution of HR 6 HR Outside/In HR Evolution HR Strategy HR Functional Expertise HR Administrative Utility Time 3
4 HR outside in 7 CONTEXT: Social, technological, economic, political, environmental, demographic conditions STAKEHOLDERS: INSIDE: employees, line managers, organization OUTSIDE: customers, investors, communities HR PRACTICES HR domain Staffing Training /development Performance management Rewards Communication Leadership Culture Examples of outside in Are we the employer of choice of employees our customers would choose? Do we involve customers in designing, attending, and delivering training and development? Do our standards for effective performance match customer expectations? Do we involve our customers (suppliers or investors) in allocating rewards? Do our communication tools link employees and customers? Do we have a leadership brand connected to customer expectations? Does our culture have the right events, patterns, and identity? HR Outside in: HR Creates Value to Key Stakeholders 8 Market value Financial performance Intangibles Risk Investors/ Owners Communities/ regulators Reputational value Social responsibility Regulatory oversight Cultural awareness Customer share Target customers Customer intimacy Customers Key Stakeholders Partners/ Dealers Collaborative value Partnerships Outsourcing Employee value/ Productivity Competence Commitment Contribution Employees Line Managers Strategic value Shaping strategy Creating organization traction 4
5 How do HR Professionals gain external knowledge and insights? 9 1. Read positive and negative analyst reports 2. Read magazines, newspapers and articles about your company 3. Read magazines, newspapers and articles about your industry 4. Attend industry trade shows 5. Master internal market reports 6. Learn how internal market reports are generated 7. Visit customers in their buying context 8. Visit customers in their product or service utilization context 9. Study competitors in detail 10. Be personally involved in market research 11. Track financial analysis of market segments 12. Attend marketing meetings 13. Attached product development meetings 14. Attend sales meetings 15. Invite customers, analysts and shareholders to address training programs 16. Invite customers, analysts and shareholders to attend training programs 17. Invite customers, analysts and shareholders to address management meetings 18. Invite customers, analysts and shareholders to address HR meetings 19. Invite customers, analysts and shareholders to address meetings of line operators 20. Know what you don t know Reference: Wayne Brockbank Pre test Perspective: What is the biggest challenge in my job today? 2. Outcomes: What are the outcomes of effective HR? (e.g., finance delivers economic insights; marketing customers; manufacturing quality products, HR??) 3. Transformation: What are the requirements for effective HR transformation? 5
6 Staff Groups at the Table 11 Staff group Focus Information they bring Finance Marketing/sales Economic and financial performance Customer interest and patterns Financial data (EVA, EBIDTA, cash flow) Net promoter sore Customer share Market share Manufacturing Operational efficiency Productivity Quality Efficiency Human Resources?? Question 2: HR value creation: What value does HR create? 12 Individual Ability High Low Low Talent Workforce People Organization Capability Leaders Leadership Culture Workplace Process High 6
7 HR value creation: Importance of talent and teamwork 13 What percent of the time is the leading scorer (winner of the Golden Boot) on the team that wins the World Cup? Importance of talent and teamwork How many of the Best Actor/ Best Actress Director Academy Award winners in the last twenty years were also in the Best Picture for that year? 14 7
8 Roles for HR 15 Line managers as Owners Fully engaged Make final decision Accept accountability Ensure follow up HR Professionals as Architects & Anthropologists Architect: puzzle solving, frameworks, blueprints Anthropologists: mystery seeking, observations, patterns Question 2: HR value creation: What value does HR create? 16 Individual Ability High Low Low Talent Workforce People Organization Capability Leaders Leadership Culture Workplace Process High 8
9 Talent (productivity) = A new talent formula ENGAGEMENT 17 COMPETENCE (ability to do the work) COMMITMENT (willing to do the work) CONTRIBUTION (creating well being at work) Right person, right place, right time, right skills Set standard Assess Invest Integrate Enact an employee value proposition What do I get? What do I give? Well being through a growth mindset why have growth mindset How do build growth mindset Remove threats Approach values Attach to people Competence Stage Questions Hints Set standards What are the skills for new Balance technical and cultural employees? Hire for the future not past Source candidates Screen candidates Secure candidate Steering candidate Managing performance Developing for future How do we source new candidates? How do we know if candidate fits? How do we create value for potential employee? How do we orient or on board new employees? How do we make sure our people perform well? How do we best invest in developing current talent? Seek referrals from top employees Use search firms Do initial and more detailed screening, including cultural fit Build an employee value proposition for top candidates? Help new employee learn norms and expectations Focus on conversation more than appraisal process Increase learning opportunities (on job, guest training, outside of work) 18 9
10 HR value creation: Capability 19 Individual Ability High Low Low Talent Workforce People Organization Capability Leaders Leadership Culture Workplace Process High What is culture? Culture is the ability to shift from an event to a pattern and ultimately to an identity 20 Event Pattern Identity Symbols Rituals Stories Physical setting Values (what we believe) Norms (our expected behaviors; unwritten rules; rituals) Ways we make decisions, manage information, treat people, handle conflict/differences Customer: What are our customer buying criteria/value proposition? Brand: What is our desired brand? Identity: what are known for? Reputation: what is our community image? 10
11 HR value creation: Capability 21 Individual Ability High Low Low Talent Workforce People Organization Capability Leaders Leadership Culture Workplace Process High Leadership Test 22 WHY WHAT HOW TO BUILD HOW TO BE 1 On a scale of 1 (low) to 10 (high) how important is leadership to our future success? Why? 2 What are the key requirements (knowledge, skills, behaviors) to be an effective leader? 3 On a scale of 1 to 10, how well do we BUILD future leaders? What could we do better? 4 On a scale of 1 to 10, how committed am I to be a better leader? How do I show it? Build business case for leadership at all levels Create a leadership brand that includes the leadership code (basics) and differentiators. Invest in building leaders throughout the organization. Ensure that individual leaders sustain their improvement 11
12 Pre test Perspective: What is the biggest challenge in my job today? 2. Outcomes: What are the outcomes of effective HR? (e.g., finance delivers economic insights; marketing customers; manufacturing quality products, HR??) 3. Transformation: What are the requirements for effective HR transformation? 4 Phases of HR Transformation 24 1 BUSINESS CONTEXT (why) 4 HR ACCOUNT- ABILITY (who) HR Value Proposition 2 OUTCOMES (what) 3 HR DESIGN (how) 12
13 HR Transformation (HR for HR) 25 HR accountability Line: owner HR: architect/ anthropologist Employee: resident Advisor: insight 1 BUSINESS CONTEXT (why) HR outside/in Context stakeholders 4 HR ACCOUNT- ABILITY (who) HR Value Proposition 2 OUTCOMES (what) HR for HR HR department/function HR practices HR competencies HR analytics/metrics 3 HR DESIGN (how) HR outcomes/mission Talent Leadership Capability HR Department 26 Run the HR function as if it is a business within a business. Overriding HR re-design principles 1. Differentiate clearly between transactional (foundational or essential) and strategic HR work. 2. Make the HR organization follow the logic and structure of the business organization. 3. Make the HR organization follow the flow of any professional service oriented organization. 4. Focus on relationships more than roles 13
14 Principle 4: HR Department Relationships 27 Keys to an effective relationship Hints and observations Share a common purpose Find common purpose (strategic HR outside in) Create overall measures Respect differences Focus on strengths and express appreciation (5:1) Recognize love maps of other groups Govern, accept, connect Manage expectations (60 to 65% managed not solved) Clarify decision rights and manage conflict Care for others Delight in and celebrate others successes Build trust with predictability, dependability, reliability Share experiences Defend and turn to each other; respond to bids 80% Be emotionally vulnerable; take risks Grow together Learn together about what works and what does not Focus on the future?? HR Competencies 2016 Research team 28 Mike Ulrich, Co-Director David Kryscynski, Co-Director Dave Ulrich, Principal Wayne Brockbank, Principal Jacqueline Slade, Project Manager 14
15 HR Competencies 2016 Thanks to Twenty-Two Regional Partners 29 HR professionals: competencies 30 Strategic enablers Core drivers Foundational enablers 15
16 Key questions for HR Competence 31 What are overall competencies for HR professionals? How do you get invited to the table? Which stakeholders are you representing while at the table? How do you create business value? 9 overall competency domains 3 core drivers; 3 strategic enablers; 3 foundational enablers Be a credible activist If inside (employee, line), be credible activist If outside (customer, investor), be a strategic positioner Navigate paradox (manage tension and divergent convergent cycle) How do you build an HR department? Recognize the importance of HR department Build capabilities (information, speed, culture, collaboration Great Time to Be in HR 32 Perspective HR is not about HR Think outside in Connect HR to investors and customers Look beyond strategy Outcomes Talent: competence x commitment x contribution Leadership: why, what, how Culture: behavior, pattern, identity Transformation HR governance/department HR practices HR competencies HR analytics 16
17 Let s stay connected!!! 33 For more information or follow up, contact Ginger Bitter at gbitter@rbl.net or go to Invite me to connect with you on LinkedIn to view my regular posts with insights and tips. 17
The future of HR: HR value creation
The future of HR: HR value creation Human Resource Summit, The Shift: Enabling HR Renewal and Graoth Management Centre Turkiye February 2012 Dave Ulrich dou@umich.edu www.rbl.net Overall Goals 2 Think:
More informationVictory Through Organization: How HR can best create value? Logic for the session
Victory Through Organization: How HR can best create value? Montreal HR conference March 2018 Dave Ulrich dou@umich.edu ww.rbl.net Logic for the session 2 0 to 10: how much value do I create? How could
More informationDigital Disruption, Big Data and HR. Embrace or Avoid? August 2017
Digital Disruption, Big Data and HR. Embrace or Avoid? August 2017 Presentation Agenda 2 What trends are we seeing? What are business' expectations for HR? What the Competencies of HR in the new economy?
More informationCompetencies for HR Professionals. By Dave Ulrich University of Michigan/RBL Group David Kryscynski Brigham Young University
Competencies for HR Professionals By Dave Ulrich University of Michigan/RBL Group dou@umich.edu David Kryscynski Brigham Young University Michael Ulrich Utah State University Wayne Brockbank Ross School
More informationTHE HR BUSINESS PARTNER MODEL: PAST AND FUTURE PERSPECTIVES
THE HR BUSINESS PARTNER MODEL: PAST AND FUTURE PERSPECTIVES Dave Ulrich Rensis Likert Professor of Business at the University of Michigan Partner, The RBL Group Wayne Brockbank Clinical Professor of Business
More informationI want to offer a positive view of HR s 2016 value by discussing HR s POT: Perspective, Outcome, and Transformation. Dave Ulrich
By DAVE ULRICH I want to offer a positive view of HR s 2016 value by discussing HR s POT: Perspective, Outcome, and Transformation. Dave Ulrich 2 Perspective HR does not start with HR. In leading companies,
More informationTOOL 9.4. HR Competency Development Priorities. The RBL Group 3521 N. University Ave, Ste. 100 Provo, UT
TOOL 9.4 HR Competency Development Priorities The RBL Group 3521 N. University Ave, Ste. 100 Provo, UT 84604 801.373.4238 www.hrfromtheoutsidein.com [9.4] HR COMPETENCY DEVELOPMENT PRIORITIES Directions:
More informationHistory of HR Competencies: Evolution of the Profession
History of Competencies: Evolution of the Profession By Dave Ulrich University of Michigan/RBL Group dou@umich.edu David Kryscynski Brigham Young University Michael Ulrich Utah State University Wayne Brockbank
More informationVICTORY THROUGH ORGANIZATION: Why the War for Talent is Failing Your Company and What You Can Do about It
VTO, ch. 1, Why HR Why Now, p. 1 VICTORY THROUGH ORGANIZATION: Why the War for Talent is Failing Your Company and What You Can Do about It Dave Ulrich, Wayne Brockbank, David Kryscynski, Mike Ulrich CHAPTER
More informationThe world s greatest training the world s best.
Consulting Consulting The world s greatest training the world s best. OUR EXPERTISE We are idea generators and development accelerators. We help organizations find results-based answers to their most challenging
More informationThe RBL White Paper Series. Next Generation HR DAVE ULRICH
The RBL White Paper Series Next Generation HR DAVE ULRICH Next Generation HR Dave Ulrich Tell us about your business. That s how we like to start when we sit down to work with senior HR professionals.
More informationDave Ulrich outlines underlying (HR) principles and practice, their development and how they are likely to shape up in the future.
Financial Times 12 Oct 2001 Dave Ulrich outlines underlying (HR) principles and practice, their development and how they are likely to shape up in the future. The evolution of a professional agenda Dave
More informationIndividual Report for Maria Sample
Individual Report for Maria Sample 360 Table of Contents 2 3 Section 1: The New HR Competency Model 6 Section 2: Understanding Your Report 7 Section 3: Demographic Information 9 Section 4: Summary of Domains
More informationFrom Shared Services to Professional Services
The RBL White Paper Series From Shared Services to Professional Services DAVE ULRICH AND JOE GROCHOWSKI From Shared Services to Professional Services Dave Ulrich and Joe Grochowski We are frequently asked,
More informationEffective Leaders Combine Attributes and Results
The RBL White Paper Series Effective Leaders Combine Attributes and Results DAVE ULRICH AND NORM SMALLWOOD Effective Leaders Combine Attributes and Results Dave Ulrich and Norm Smallwood When we ask people,
More information2003 Balanced Scorecard Collaborative, Inc. bscol.com. Best Practice Strategy Maps
Best Practice Strategy Maps Private Sector Strategy Maps Software Company Strategy Map Increase Shareholder Value Leader in Strategic Markets Diversified Revenue Streams Predictable Profitability Intimacy
More informationDreams: Where Human Resource Development Is Headed to Deliver Value
EDITORIAL Dreams: Where Human Resource Development Is Headed to Deliver Value My psychologist wife has taught me that to understand our past, we can read our journals. To understand our present, we need
More informationCorporate Functions & Business Operations
Corporate Functions & Business Operations BlackRock was founded by eight entrepreneurs who wanted to start a very different company. One that combined the best of a financial leader and a technology pioneer.
More informationOpportunities in managing culture
Opportunities in managing GMASHRM Madison, Wisconsin May 2016 Dave Ulrich dou@umich.edu www.rbl.net Importance of as a capability 2 If Culture eats Strategy for Breakfast.(Peter Drucker) How do you harness
More informationTransactional to Strategic Building & Maximizing Your Credibility as a Strategic Business Partner
Transactional to Strategic Building & Maximizing Your Credibility as a Strategic Business Partner Iwan Roberts Vice President, Global HR Operations & HR Shared Services at Pearson PLC Transactional to
More informationWe invest in B2B companies and stick with them until they get sold
We invest in B2B companies and stick with them until they get sold Index Grow&Fit doesn t just help companies grow Josep helps the people behind companies to really excel, feel confident, and know how
More informationHR4ICT 2013 South Africa 27 November 2013
HR4ICT 2013 South Africa 27 November 2013 Overview The new era in context The new era - drivers & processes HR new era roles & skills The Way Ahead The new era Fast-moving, technology-led society & workplace;
More informationHR PROFESSIONALS NEED TO TRANSLATE BUSINESS PLANS INTO ACTION
HR PROFESSIONALS NEED TO TRANSLATE BUSINESS PLANS INTO ACTION Interview with Dave Ulrich, professor at the University of Michigan by ERNESTO USCHER, JOSÉ MANUEL ALCARAZ, JOSÉ RAMÓN PIN Interview with Dave
More informationCOURSE CATALOG. vadoinc.net
COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as
More informationHR Transformation. HR Transformation The RBL Group
HR Transformation BY DAVE ULRICH & JUSTIN ALLEN THE RBL INSTITUTE MINI FORUM WHITE PAPER NOV 2009 As the pace of change increases in global markets, economic uncertainty, technological advances, leaders
More informationCan HR Evolve Faster? What's in Its Way? - and
Can HR Evolve Faster? What's in Its Way? - and How to Remove It John Boudreau April 19, 2010 Extending the Paradigm Compliance Maintain compliance and control Services Provide effective services Human
More informationAHRI Model of Excellence
AHRI Model of Excellence The AHRI Model of Excellence is a graphic representation that combines what HR practitioners should know, what they are expected to do and what their peers expect them to be in
More informationHR at a crossroads. Dave Ulrich University of Michigan, USA; The RBL Group, USA
bs_bs_banner Asia Pacific Journal of Human Resources (2016) 54, 148 164 doi:10.1111/1744-7941.12104 HR at a crossroads Dave Ulrich University of Michigan, USA; The RBL Group, USA No one doubts the unprecedented
More informationHR STRATEGIC PARTNERING
HR STRATEGIC PARTNERING Workshops to help your HR team deliver results. For more information 801.616.5600 rblmail@rbl.net For HR to add more value to the business, HR professionals need to play a more
More informationExceptional vs. Average: What Top Leaders Do Best
Consulting Exceptional vs. Average: What Top Leaders Do Best 1 leadership drivers to move from vision to results. Exceptional vs. Average: What Top Leaders Do Best 1 leadership drivers to move from vision
More informationAre We There Yet? Dave Ulrich
Are We There Yet? Dave Ulrich Are we there yet? Dave Ulrich Anyone who has been on a trip with a child has heard the endless question Are we there yet? At first, the question captures the excitement of
More informationREINVENTING HR: PREPARING FOR THE NEW MODEL ENTER THE LEARNING ZONE AND REMAIN
REINVENTING HR: PREPARING FOR THE NEW MODEL ENTER THE LEARNING ZONE AND REMAIN STEPS TO THE NEW MODEL Constant Learning Zone Say goodbye to Comfort DO YOU KNOW YOUR ORG STRATEGY Workforce Architect STRATEGIST
More informationHow HR Can Add Value?
How HR Can Add Value? Today, no market is more competitive than the market for employees. The challenge for organizations is not only to make potential employees aware of their company as a good place
More informationLeadership Success Factors
SEES THE BIGGER PICTURE Has a good head for business. Is commercially aware. Knows how to make money and save money. Is close to their customers and as a result of this spots opportunities. Is profit focussed
More informationMODULE 1: INTRODUCTION TO STRATEGIC MANAGEMENT ACCOUNTING
MODULE 1: INTRODUCTION TO STRATEGIC MANAGEMENT ACCOUNTING Part A: Value Shareholder value Customer value Stakeholder value Which viewpoint should be taken when determining value? Part B: The strategic
More informationDON T LET TALENT BE YOUR SUPPLY CHAIN S WEAKEST LINK: 3 LESSONS
DON T LET TALENT BE YOUR SUPPLY CHAIN S WEAKEST LINK: 3 LESSONS 1/16 LOOKING FOR ADVICE ON STRENGTHENING YOUR SUPPLY CHAIN? You won t need to look very hard. Open any industry book, magazine or website
More informationAnalytics and Talent Acquisition. A Guide to What it is & Why you should care
Analytics and Talent Acquisition A Guide to What it is & Why you should care TABLE OF CONTENTS 1. INTRODUCTION 2. WHY NOW? 3. ANALYTICS ENABLE IMPROVED BUSINESS PERFORMANCE 4. THE BALANCING ACT: SPEED
More informationEmployee Value Proposition. Make the Most of your HR Investment
Employee Value Proposition Make the Most of your HR Investment 1 Workshop Goal: What is an Employee Value Proposition? 2 We help organizations dramatically improve performance and work through the friction
More informationWhen cost cutting alone isn t enough
Consumer products Of special interest to Consumer products executives Insights for 5executives When cost cutting alone isn t enough Sustainable cost reduction means knowing your culture EY s Global Consumer
More informationHow to create scenarios for change
How to create scenarios for change Author Melanie Franklin Director Agile Change Management Limited Introduction Organisational change, by its very nature is uncertain. The best we can hope for is clarity
More informationTOOL 8.1. HR Transformation Milestones Checklist. The RBL Group 3521 N. University Ave, Ste. 100 Provo, UT
HR TOOL 8.1 HR Transformation Milestones Checklist The RBL Group 3521 N. University Ave, Ste. 100 Provo, UT 84604 801.373.4238 www.hrtransformation.com TOOL 8.1 HR Transformation Milestones Checklist In
More informationWhere HR is Headed to Deliver Value
THE RBL GROUP WHITE PAPER SERIES HR Dreams Where HR is Headed to Deliver Value Dave Ulrich These dreams are rooted in the challenges of businesses today and how HR professionals should respond. They also
More informationworking hours full time is 35 hours a week. You ll agree your working pattern with your manager.
resourcing manager reporting to head of learning, talent and resourcing direct reports resourcing partners working hours full time is 35 hours a week. You ll agree your working pattern with your manager.
More informationINTANGIBLES IRRUPT INTO HR AND LEADERSHIP DEVELOPMENT
1 INTANGIBLES IRRUPT INTO HR AND LEADERSHIP DEVELOPMENT Interview with Norm Smallwood, co-founder of RBL and Professor at the University of Michigan by JOSÉ RAMÓN PIN, JOSÉ MANUEL ALCARAZ Interview with
More informationEvidence-Based HR in Action
AN EXCERPT FROM: Evidence-Based HR in Action R-1427-08-CS Case Studies Trusted Insights for Business Worldwide For the complete report, visit: www.conference-board.org/ebhr The Conference Board Mission
More informationDiversity & Inclusion Strategic Plan
Diversity & Inclusion Strategic Plan PURPOSE AND CONTEXT INTRODUCTION Traditionally, Diversity and Inclusion (D & I) was viewed as an end in itself our moral duty of doing social justice to the protected
More informationOrganisational Capability and Risk HR s biggest untapped opportunity
Executive Education Point of View Organisational Capability and Risk HR s biggest untapped opportunity Nick Kemsley, Co-Director, The Henley Centre for HR Excellence The more that I have worked with different
More informationLori. The new VUCA world: How to Create Alignment for Stability8/15/2017. Lemons! Out of. HR Topics. Making lemonade. Lori Kleiman, SPHR SHRM-SCP
The new VUCA world: How to Create Alignment for Stability SHRM-SCP Web : Email : lori@hrtopics.com Phone: 847-917-0053 Tweet me! @lorikleiman Lori Making lemonade Out of Lemons! Family Business HRpartners
More informationHR Transformations: New tendencies in the HR Function and Human Capital Management
HR Transformations: New tendencies in the HR Function and Human Capital Management Assoc Prof Charles-Henri Besseyre des Horts, PhD HEC Paris besseyre@hec.fr Agenda 1. Evolution of Human Resources Management
More informationThe EFQM 2013 Model Changes. Implications for Organizations
1-June-13 The EFQM 2013 Model Changes Implications for Organizations by Sunil Thawani EFQM reviews the EFQM Excellence model every three years to ensure it continues to reflect reality and relevance to
More informationENGAGED EMPLOYEES ON A PATH TO PREMIER PERFORMANCE
ENGAGED EMPLOYEES ON A PATH TO PREMIER PERFORMANCE A study of employee engagement ABOUT INGERSOLL RAND Advancing the quality of life by creating comfortable, sustainable and efficient environments. Its
More informationINTERPRETATION OF COMPANY FEEDBACK REPORT
2001-2002 Human Resource Competency Study INTERPRETATION OF COMPANY FEEDBACK REPORT Wayne Brockbank Dave Ulrich University of Michigan Business School Table of Contents INTRODUCTION 1 THEORY AND RATIONAL
More informationThinking The physical
Thinking beyond The physical merger Unifying a complex story and maximising the market impact. In 2014, the value of the global mergers and acquisitions industry was $901.3 billion. Source: www.statista.com
More informationCREATING A WINNING CULTURE: THE ROLE OF HR PROFESSIONALS. Dave Ulrich
CREATING A WINNING CULTURE: THE ROLE OF HR PROFESSIONALS Dave Ulrich Wayne Brockbank Executive Summary Michigan Ross professors Dave Ulrich and Wayne Brockbank have conducted research on the impact of
More informationThe world of work is changing. We can help. {We ve been experts for 6 decades}
2 The world of work is changing We can help. {We ve been experts for 6 decades} 3 Winning in the changing world of work requires A New Way of thinking about and approaching your workforce. 4 Drivers of
More informationBeing the Influential Human Resources Partner. Jeffrey Markley Founder & Chief Intellectual Property Officer Simitri Group International
Being the Influential Human Resources Partner Jeffrey Markley Founder & Chief Intellectual Property Officer Simitri Group International Where do we need to be? Evolution according to needs of business
More informationTurning Employees into Brand Advocates. 4 Steps to an Effective Employee Engagement Program
Turning Employees into Brand Advocates 4 Steps to an Effective Employee Engagement Program Engaged employees are the lifeblood of every successful business. They speak positively about your company to
More informationJOB DESCRIPTION: HR Business Partner (Projects)
JOB ADVERT HR Business Partner, Projects (Two 12 month contracts) The BBC aims to stimulate and delight audiences across the UK, offering something for everyone with a distinctive, creative style. BBC
More informationCreating a Compelling Employment Value Proposition. Strategic Advisory Communication
Creating a Compelling Employment Value Proposition Strategic Advisory Communication 2018 Table of Contents Creating Your Employment Value Proposition....1 Expect More from Your EVP....2 Building Your EVP....5
More informationTalent Management: A Business First Approach. HR Plays a Key Role in the Development of Strategy. Some Myths about HR and Business
Talent Management: A Business First Approach Jim Michaud President, Human Resources Strategies Middle Tennessee Society For Human Resources Management August 21, 2015 Nashville, TN HR Plays a Key Role
More informationThe Business Transformation Playbook
The Business Transformation Playbook Jim Boomer, CPA, CITP, CGMA, MBA Chief Executive Officer Arianna Campbell, LSS Black Belt Consultant CPA, CITP, CGMA Accounting Today Top 100 CPA Practice Advisor's
More informationPreparing for Leadership and Managing Business Finance
Leading Others Preparing for Leadership and Managing Business Finance PART OF TALENT TRANSFORMATION Preparing for Leadership and Managing Business Finance Get Ready to Take the Lead and Master Essential
More informationThe Question: We are frequently asked, What is next
RBL Institute From Shared Services to Professional Services DAVE ULRICH & JOE GROCHOWSKI THE RBL INSTITUTE MINI FORUM WHITE PAPER JULY 2011 Participating RBL Institute Members: Alejandra Brandolin, Accenture
More informationGovernance and decision rights. HR Business Partner and Centers of Expertise. The HR Chief Operating Officer. HR Organization
5 HR Business Partner and Centers of Expertise 6 Governance and decision rights HR Organization 4 The HR Chief Operating Officer 5 HR Business Partners and Centers of Expertise HR is at a turning point.
More informationCEO Challenge CREATING OPPORTUNITY OUT OF ADVERSITY Building Innovative, People-Driven Organizations
CEO Challenge 2015 CREATING OPPORTUNITY OUT OF ADVERSITY Building Innovative, People-Driven Organizations 1 Background on CEO Challenge Annual survey in its 15 th year; fielded from September 2014 to October
More informationToni Navy, Business Strategy Expert Long Biography for Print and Talk Summary
Toni Navy, Business Strategy Expert Long Biography for Print and Talk Summary Toni Navy is a Business Strategy Expert and #1 Best Selling Author. She s known for providing innovative strategies for entrepreneurs
More informationJohn Kotter. Leading Change Heart of Change Our Iceberg Is Melting A Sense of Urgency. Slide 2
5 John Kotter Leading Change Heart of Change Our Iceberg Is Melting A Sense of Urgency Slide 2 Succeeding in a Changing World Did not try to change They tried and failed They tried and succeeded but did
More informationAngel Investor Due Diligence Checklist
Angel Investor Due Diligence Checklist 1. Preliminary items to review 1.1 Exec summary, business plan and presentation slides 1.2 Financial projections, current financials & balance sheet, P&L report 1.3
More informationINTERPRETATION OF INDIVIDUAL FEEDBACK REPORT
2001-2002 Human Resource Competency Study INTERPRETATION OF INDIVIDUAL FEEDBACK REPORT Wayne Brockbank Dave Ulrich University of Michigan Business School Table of Contents INTRODUCTION...1 THEORY AND RATIONAL
More informationBUILDING CREDIBILITY. For internal use only
BUILDING CREDIBILITY Overview Topic Overview Being a credible business partner is critical to our ability to lead and develop trusted relationships, as well as to influence and deliver results. A key element
More informationLean Agile People Operations (Agile HR) Your Secret to Enterprise Agility
2015-2016 Just Leading Solutions LLC May be used for Global Scrum Gathering Orlando 2016 Apr-18-2016 Lean Agile People Operations (Agile HR) Your Secret to Enterprise Agility Fabiola Eyholzer @FabiolaEyholzer
More informationBusiness Diagnostics Framework
CeoBusinessDiagnostics.com Business Diagnostics Framework Mike Thompson, FCMC Business Diagnostics Evaluate and Grow Your Business Michael Thompson With: Richard Mimick Terry Rachwalski www.ceobusinessdiagnostics.com
More informationWorkforce Solutions Guide
Workforce Solutions Guide [Innovative Solutions To Everyday Challenges] Part 2 1/15 Control costs. Meet deadlines. Improve productivity. Capitalize on opportunities. Manage resource constraints. Build
More informationOur Premise: Over the last decade, the human resources
RBL Institute Building Strategic HR Capability KEITH LAWRENCE & JOE GROCHOWSKI THE RBL INSTITUTE MINI FORUM WHITE PAPER DECEMBER 2011 Participating RBL Institute Members: Marissa Meyer, Accenture Lisa
More informationBuilding Culture from the Outside-in
THE RBL GROUP WHITE PAPER SERIES Building Culture from the Outside-in Dave Ulrich, Justin Allen, Norm Smallwood, Wayne Brockbank, and Jon Younger In a volatile world of speed and change, organizations
More informationRethinking Talent Management Connecting Strategy, Performance and Potential for Tomorrow s Challenges
Research Project Brief and Notes of Roundtable, 29 April 2015 Corporate Research Forum (CRF) held a roundtable event to discuss the current state of talent management and identify key areas of focus for
More informationSMITHS DIVERSITY & INCLUSION PLAN
SMITHS DIVERSITY & INCLUSION PLAN Imagine our future By embracing our differences, we will attract, retain, and inspire a highly productive and engaged workforce and be better prepared to outperform our
More informationLEADERSHIP IN ACTION. A key development program for our Procurement and Contract Management leaders.
LEADERSHIP IN ACTION A key development program for our Procurement and Contract Management leaders. www.criticalskillsboost.com LEADERSHIP IN ACTION A key development program for our Procurement and Contract
More informationThe HR Function in 2021: Models & Competencies Fall 2017 CAHRS RA Project - White Paper Chris Kelly & Katie Rapp
The HR Function in 2021: Models & Competencies Fall 2017 CAHRS RA Project - White Paper Chris Kelly & Katie Rapp I. Methodology The findings of this research project are based on interviews with 57 Human
More informationLaw Firm Marketing Discovery Workbook: Getting in Motion
2018 Law Firm Marketing Discovery Workbook: Getting in Motion by David Somerfleck Copyright 2018 1/1/2018 V.3 Digital Marketing Discovery Workbook Why? Page 2 Getting clear about why your firm or practice
More informationADP LIEGE KEY TRENDS IN THE EVOLUTION OF THE HR FUNCTION: RESULTS FROM EUROPEAN AND BELGIAN STUDIES
ADP LIEGE KEY TRENDS IN THE EVOLUTION OF THE HR FUNCTION: RESULTS FROM EUROPEAN AND BELGIAN STUDIES PROF DR DIRK BUYENS MARCH 26, 2015 HR no longer is sitting on the sidelines. We re right in there with
More informationDesigning Journeys to Activate Talent. SilkRoad Strategic Services
SILKROAD Services Designing Journeys to Activate Talent. SilkRoad Strategic Services BEST PRACTICES IMPLEMENTATION EXPERTISE OUTSOURCED STAFFING SENIOR LEADERSHIP CONSULTING TALENT BRANDING & MARKETING
More informationCreating the future you want for you and your team through strategic planning.
Creating the future you want for you and your team through strategic planning. What is Strategy Overview Why do strategic planning. The strategic planning process. How to get your team involved. Best practices
More informationToday s Alliance Professional... Tomorrow s Strategic Leader
Today s Alliance Professional... Tomorrow s Strategic Leader A study done by the American Management Association and Pearson in collaboration with the Society of Human Resource Management (SHRM) and the
More informationPeople Are Not Afraid of Change, They Are Afraid of Uncertainty
People Are Not Afraid of Change, They Are Afraid of Uncertainty Mick Wilz Sur-Seal Director of Enterprise Excellence The Building Blocks of Manufacturing Excellence Start with Video Some info about who
More informationJOB DESCRIPTION. Senior Principal Software Engineer. Technical Systems & Delivery
Job title Job family Senior Principal Software Engineer Proposed Technical Systems & Delivery Band E Job purpose Software Engineers are responsible for designing and engineering all of the systems, products
More informationHealth Management Introduction Seminar
Health Management Introduction Seminar CHDD LEND Seminar Autumn Quarter, 2010 Baldridge Systems Model Leadership Results 1 Organizations as Systems Organizations are human systems of cooperation and coordination
More informationFour Primary Roles for Business Service Staff
2013 WIA Statewide Meeting Four Primary Roles for Business Service Staff Presented by Melanie Arthur Greg Newton Associates 1 Training Topics 1. Discuss four primary roles for business services staff:
More informationOur Premise: The world recession of 2008 and the
RBL Institute The Role of the R Business Partner JOE GROCOWSKI & KEIT LAWRENCE TE RBL INSTITUTE INI FORU WITE PAPER JULY 2012 Participating RBL Institute embers: Lisa Gross, Applied aterials ayley Vowls,
More informationInnovation Journalism and Corporate Environments
Innovation Journalism and Corporate Environments Violeta Bulc, Msc. Entrepreneur and Director, Vibacom (www.vibacom.si); Partner of the Institute for Business Growth and Creativity ( www.iprk.si); Advisor
More informationSO YOU WANT TO HIRE A DIGITAL MARKETING AGENCY...
SO YOU WANT TO HIRE A DIGITAL MARKETING AGENCY... LET S TALK GOALS. To build a successful partnership with a digital marketing agency, you need to know what you want. Having a clear picture of what your
More information4 Ways HR Can (and Should) Be the New Face of Customer Service
White Paper 4 Ways HR Can (and Should) Be the New Face of Customer Service 4 Ways HR Can (and Should) Be the New Face of Customer Service J.W. Bill Marriott once said, If you take care of your employees,
More informationMeasuring What Matters a Primer for HR Professionals. Marty Jordan, linkedin.com/in/martyjordan
Measuring What Matters a Primer for HR Professionals Marty Jordan, majordan421@comcast.net linkedin.com/in/martyjordan What is she going to talk about anyway? Key Concepts Measures that Matter Actions
More informationIntroduction to Human Resource Management
Introduction to Human Resource Management Human Resource Management 4 th Edition, Global Edition Gary Dessler Copyright 205 Pearson Education Ltd. - Learning Objectives. Explain what human resource management
More informationCommercialization Skills Profile.
Centre for Business Innovation Commercialization Skills Profile. The Skills, Attitudes, and Behaviours You Need to Contribute to the Commercialization of a Product, Process, or Service The Commercialization
More information2015 THROUGH RESULTS INTEGRATED THINKING THE BENEFITS OF INTEGRATED REPORTING <IR>
IFAC CREATING GLOBAL VALUE SMP FOR SURVEY: SMEs 2015 THROUGH RESULTS INTEGRATED THINKING THE BENEFITS OF INTEGRATED REPORTING Exposure Drafts, Consultation Papers, and other IFAC publications are
More informationWhat will you do as an IBM Entry Level Consultant?
What will you do as an IBM Entry Level Consultant? As an Entry Level Consultant, you will have the opportunity to join a cohort of talented and committed colleagues on a two-year journey designed to develop
More informationSTRATEGIC PLANNING Refresh:
STRATEGIC PLANNING Refresh: YOUR STORY Presented by: Mike Felmlee CEO, The Prouty Project September 17-18, 2015 C.K. Prahalad Strategy is about stretching limited Resources to fit ambitious aspirations.
More informationGreek HRM: Building the Critical Competencies
The RBL White Paper Series Greek HRM: Building the Critical Competencies ALLAN FREED, JUSTIN HYATT, ANTONIS PAPACHRISTOU, AND NANCY PAPALEXANDRIS This article discusses results of the 2012 global Human
More information