Transactional to Strategic Building & Maximizing Your Credibility as a Strategic Business Partner

Transcription

1 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

2 Transactional to Strategic HR

3 SO TO START US OFF.. LETS LOOK AT WHAT ULRICH SAYS.

4 STRATEGIC POSITIONER We have a high level of business knowledge relevant to the context of my organisation We understand the financial situation and challenges of the organisation We know how my organisation is funded and who are our major customers We can explain the challenges faced by the sector within which out organisation sits We know what distinguishes my organisation from others in the sector We connect with our investors and customers We frequently read general business publications and the journals relevant to my sector We know what motivates our investors and can explain how our investor base is forecast to change over the next few years Our role involves me in contributing to decisions on overall business strategy.

5 CREDIBLE ACTIVIST We focus my time and attention on the things that matter to the business We have strong relationships with line managers We are prepared to take professional and personal risks to add value to our organisation We regularly express our views not only on HR issues but also on general issues affecting our organisation We regularly meet with our stakeholders to review performance, revise priorities and identify ways of improving HR performance We stay in touch with developments in the field of HR, and use new ideas and innovations to find better ways to improve the talent, culture and leadership within my organisation We know our strengths and weaknesses and have a clear personal and professional development plan.

6 DAY TO DAY LIFE WHAT CAN YOU DO? Annual Results Who are our Customers?/ End user Business Purpose Operating Values It s a good start but not enough..

7 ITS ABOUT.. Knowing the customer journey inside out true deep knowledge Knowing where the organisations excels vs creeks Understanding what makes your business really tick and what could work Putting a value on our HR Interventions Bottom line vs top line Linking what we do to the overall business strategy

8 AND HOW CAN YOU DO THIS? Break out of the traditional HR remit * As a HR BP, don t always wait for the problem statement. Go find it Know every inch of your business. Know your numbers Know your industry and not just the HR side Back up with your interventions with the story, data and insight * Right OD, technology, automation, simplification

9 Discussion How to become better Strategic Positioners and Credible Activists? What can you do in your own organisations? End of 10 mins lets hear some of those ideas.

10 Moving from transactional to strategic HR CIPD Scotland Annual Conference Edinburgh, May 2018

11 Who am I?

12 SIG FTSE 250 business

13 Demonstrating and delivering the Commercial Value of HR Building a commercial awareness to ensure you align with organisational values increasing your impact by presenting HR as a commercial and value-adding function building credibility and influencing skills to make a difference in your organisation Knowing your market and business to understand key issues proving your understanding of the business and impact on the bottom line becoming a trusted advisor to the Leadership team Aligning HR to overall business aims to ensure increased productivity quantifying the value that your people strategy is adding to the organisation using the value wall model to progress from basic metrics to predictions 4

14 My view Technical skills are a given, business impact is key Demonstrating an understanding of the broader business environment is critical You will build influence through broadening relationships Use data and analytics to build your business case Understand the numbers and the impact you can have on the bottom line You need to get involved, develop strong networks and find the win win The HR function needs above all to deliver 5

15 Knowledge and skills technical skills are a given, business impact is key

16 Knowledge and skills understanding s, the business and broader environment

17 Becoming a key member of the team credibility and trust

18 Think and act as a Trusted Advisor The Trust Equation reliability intimacy Trust self orientation Maister, The Trusted Advisor

19 Becoming a key member of the team influence and find the win win 10

20 Building influence get involved and network

21 Building influence broadening relationships 1 2

22 Building influence using data and analytics The translation of a fresh understanding of the organisation into creative and relevant solutions in the areas that matter most. Insight-driven HR is the future of the HR function more apposite still, insightdriven HR is designed to secure the future of organisations. Next Generation HR Insight Driven; Nov 2011; CIPD We need good insight, it s more than just information

23 It s part of a bigger picture Basic historic facts, metrics and other information about our employees and the processes HR undertake HR Metrics HR Insights Value added fact based employee information correlated with other data to inform strategy and predict future change Operational monitoring and HR Efficiency and Effectiveness What? Why? Drives strategic action and decision making HR impact Engagement Insights Opinion based employee feedback (e.g. engagement survey) segmented by different employee attributes

24 Added Value It s about adding value The Value Wall Prediction Surveys Correlation Causation Metrics / ratios Benchmarks Scorecards Degree of HR Intelligence

25 Quantifying value - measuring ROI Identify the business case for the project Define the goals or objectives of the project Establish your key metrics Understand your investment Consider the benefits Measure your success 16

26 Quantifying Value - Use of Benchmarks The 2012 Allied Workforce Mobility study showed that organisations lost nearly a quarter of all new employees in one year. Major contributing factors were poor onboarding programmes and lack of training. The Aberdeen Group Onboarding Benchmarking Report shows that effective onboarding improved retention rates by 52% and time to productivity by 60%. Plus long term benefits of successful on-boarding include increased job satisfaction and organisational commitment.

27 Quantifying Value - Use of Benchmarks The 2012 Allied Workforce Mobility study showed that organisations lost nearly a quarter of all new employees in one year. Major contributing factors were poor onboarding programmes and lack of training. The Aberdeen Group Onboarding Benchmarking Report shows that effective on-boarding improved retention rates by 52% and time to productivity by 60%. Plus long term benefits of successful onboarding include increased job satisfaction and organisational commitment. The Society for Human Resource Management (SHRM) describes the cost of replacing an employee as % of annual salary and benefits.

28 Quantifying Value - Use of Benchmarks The 2012 Allied Workforce Mobility study showed that organisations lost nearly a quarter of all new employees in one year. Major contributing factors were poor onboarding programmes and lack of training. The Society for Human Resource Management (SHRM) describes the cost of replacing an employee as % of annual salary and benefits. The Aberdeen Group Onboarding Benchmarking Report shows that effective onboarding improved retention rates by 52% and time to productivity by 60%. Plus long term benefits of successful onboarding include increased job satisfaction and organisational commitment. Gallup research shows that a disengaged employee costs an organisation nearly $3,400 for every $10,000 of salary. HCI data shows that organisations with highly engaged employees can decrease turnover by 87%. Companies with high engagement are 12% more profitable and 18% more productive.

29 Some practical advice Know your business and your audience Anticipate questions, be prepared Have supporting material ready Use data/analytics Demonstrate the business case Show value (talk about the why not the what) Have the courage of your convictions Be bold! 20

30 HR adding value it s up to us 2 1

31 Moving from Transactional to strategic HR CIPD Scotland Annual Conference Edinburgh, May 2018