driving business performance in 2014- hr centricity ... · driving business performance in 2014- hr...
Post on 17-Jun-2020
2 Views
Preview:
TRANSCRIPT
Driving Business Performance in 2014- HR Centricity & Alignment
Scott Hamilton
President & CEO
Executive Next Practices Institute Managing Director, NextWorks™
HR Strategy Certified Session
Boardroom to Loading Dock Alignment •
Agenda • What are your strategic & tactical issues?
• A practical framework for execution
• Boardroom perspectives- Larry Cabaldon
• New alignment methods- integrating the
latest social media and neuroscience
techniques
Scott Hamilton
Scott Hamilton
Development of Global to Local Workforce strategy Programs to maximize engagement and potential of
your organization to execute your key business initiatives
Building leadership capability
AllignMaps™ Boardroom Performance Customer Centricity©
Session Leader
Executive Next Practices
Institute
(C-Suite Think Tank)
.
ENP Forums
Our Clients & Partners
2008-2013 Global Brand Turbulence
.
Next Practices Ideas, processes, concepts and
solutions that move us beyond the “status quo”.
Not “how are others doing it best” but rather, “where do we go from
here that represents a true fundamental shift in value”…
Cautions from Neuroscience • Your employees average 5 hours of solid
thinking a week
• _____:I do my best thinking at work
• _____:I do my best thinking at home
• _____:I do my best thinking elsewhere
If we are paying attention, we understand what someone is saying ________% of the time.
_____% of the time, feedback fails to produce the desired outcome.
Creating a threat – without knowing it
• Self – personal characteristics
• Task- General to-dos, strategy with cross functional teams
• Detail- Micro management
Market Value Creation Eliminate Which factors can you eliminate that your industry has long competed on?
Raise Which factors should be raised well above the industry’s standard?
Reduce Which factors should be reduced well below the industry’s standard?
Create Which factors should be created that the industry has never offered?
ELIMINATE Star Performers Animal shows Aisle concession sales Multiple show arenas
REDUCE (Family audience to targeted adult entertainment) Fun & Humor Thrill and Danger
Raise Unique Venue
Create Theme Refined environment Multiple productions Artistic Music and Dance
Business Impact-Assess YOUR top 3 to 5
Strategic Approach to HR
Next Practices HR
Revise Processes? Breakthrough Teams
Avoid Risks? Regulatory Training
Explore outsourcing? 3rd party perspective
Exploit – create revenue? Ideation sessions- cross functional (what can we do others can not)
Your Next Steps
• Identify your top 3 to 5 BUSINESS initiatives
• Form cross functional teams with champions
• Guidelines, not rules
• Optimum way, not how it is done today
• Metrics
• Communicate progress- often
Your Priority
Picking your targets and workforce
initiatives of highest value in a resource constrained environment.
What will you use to gain internal
investment, employee focus and commitment to your plans?
What do you do going forward from today
that will ignite broad based support and a
Macro Issues 2014
Recession fatigue
Uneven economy
Retain and develop talent
Rein in costs
Invest in innovation/productivity
Strengthen your “core”
Bottom line- “No better time to re-group
and move forward”
Mission critical conditions for personal
success 2014
1. Excellent communication skills
2. Ability to make a business case
3. Influencing ‘up’
4. Teaming skills
5. Forecasting
6. Big picture mindset
7. Know what to START and what to STOP doing
The engagement challenge= a lack of trust…
Since last year, do you have more or less trust in…
Senior Management (U.S.) - 76%
Senior Management (non U.S) - 51%
Academic Institutions - 21%
Customers - 18%
Colleagues - 10%
Source: HBR 1024 respondents June 2013
Organization Readiness-Barriers to Performance
and Execution
80% or more of most projects and initiatives fail*
65% of workforce not fully committed
50% or more of “organization” potential is untapped
*source HBR 2007
What is Alignment?
Beyond just engagement
Hard vs. soft impact
True behavioral change
Cross functional
Shared purpose…intent
Collaborative
Barriers to Performance and Execution
80% or more of most projects and initiatives
fail* 65% of workforce not fully committed 50% or more of “organization” potential is
untapped *source HBR 2007
Challenges of Alignment
Engagement to the “what and why”
Maintaining focus over time
Noise and competing “priorities”
Complexity
Behavior- legacy and resistance to change
And the list goes on….
Alignment to Value
• .
Building the Alignment Platform
Techniques for alignment
1 Where are
we going?
Mapping the
Ideal Future
for clarity and
build
“common
ground”
Conditions for successful execution
2 Engage –
people must
“experience”
what it is you
want to them
to support
and do
Value of an “Experience” Vs. Telling
Have everyone experience the “Big
Picture” view of all global HR
challenges and what their role will be.
Integrate social media- live connection
AllignMap
• One Page Business
Model
Conditions for successful execution
3 Line of site
metrics-
Every
process,
every level
Next Practice- HR Communications
CIRCLE OF EXECUTION • Emphasis has been on the
Circle of Execution
• C-Level focus
• Barriers, fear, silos, rules, lack of communication
• War for Talent
• Are we missing something?
Best Practices: Circle of Execution (COE)
CIRCLE OF PROTOCOL
• Historically companies “Built to Last”
• Now Built to Cash SHV
• Not about working together
– Disconnected, Babel/MUDA
– Loss or loyalty, commitment, challenge and winning together excitement
– No trainees, no common vision, no time or focus
– Executives 3-5 years
• Challenge-Align B & C and improve performance
CFOCFO
Board
CEO
Auditors
Lawyers
Regulators
Analysts
Investment
bankers
Bankers
Press
Wall Street
CFO CIO CMO CHR
Next Practices: Align the Boardroom and Executives
CIRCLE OF
EXECUTION
Areas for Next Practice Development- CEO’s
Processes - Talent acquisition- rebuild pipeline from birth to maturity of candidates
Infrastructure- All non-core support outsourced
People- new productivity and “idea exchange” using social media and focus groups
Call to Action- where do you want to be?
1. Self actualized
2. At command
3. Nothing (unemployable)
Are you willing to take smart risks?
Be more visible?
Be known for bringing concepts of high value to the table?
An Open Secret About Influence
Influence does NOT follow hierarchical lines of authority
Inner Circle- makes the decisions
Network- makes it happens
Everyone else- at command
Your Call to Action- Next Steps to the
Success of Your HR Initiatives:
888.857.9722
Scott.Hamilton@enpinstitute.com
Option 1 Option 2
Assess and Position
Your Case
Complimentary one
hour assessment call
with as extension of
today’s workshop – to
queue up your
business “case” to set
your team into action
Action Mapping
The need is
established for your
crucial initiative.
We’ll run a half-day
to 2 day AllignMap
workshop that plans
the initiative's
execution
888.857.9722
Scott.Hamilton@enpin
stitute.com
top related