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If you don’t own this book….you need to buy it. (Amazon: $19.25 Kindle, $37.50 Hardcover)

Step Model for Implementing HR’s Strategic Role

Transforming the HR Architecture into a Strategic Asset

CLEARLY DEFINE THE BUSINESS STRATEGY

BUILD A BUSINESS CASE FOR HR AS A STRATEGIC ASSET

CREATE A STRATEGY MAP

IDENTIFY HR DELIVERABLES WITHIN THE STRATEGY MAP

DESIGN THE STRATEGIC MEASUREMENT SYSTEM

ALIGN THE HR ARCHITECTURE WITH HR DELIVERABLES

IMPLEMENT MANAGEMENT BY MEASUREMENT

Regularly test measures against strategy map

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Step 1: Clearly Define the Business StrategyFocus on how to implement the strategy rather than solely on what the strategy consists of

1) Facilitate a discussion about how to communicate the firm’s goals throughout the organization

2) Clarify organization strategy into precise terms so that employees understand their role and the organization knows how to measure its success in achieving these strategies

Step 2: Build a Case for HR as a Strategic AssetBuild a clear business case for why and how HR can support business strategies

1) Demonstrate that better HR management matters…and it matters outside HR

2) Strategic implementation, rather than strategic content, differentiates successful from unsuccessful

Create a value-creation story by aligning the HR system with the larger strategy-implementation system

Step 5: Align the HR Architecture with HR Deliverables

To do this, you need to think about how the components within your HR system fit together (internal alignment) as well as how the HR system aligns with (supports) the other

elements in the firm’s value chain (external alignment)

Step 7: Implement Management by Measurement

1) If aligned with the imperatives of the firm’s strategy, HR professionals will have new insight into what it takes to actually manage HR as a strategic asset

2) The process is not a one-time event, HR managers should regularly review the HR deliverables to determine if they are remaining strategically significant, or need to be replaced

The HR scorecard is a powerful management tool, and is much more than for just “keeping score”

Now let’s talk to the executives…(3 partial case studies)

John Lacy

• Compare yourself• Internal and external• Benchmarking sharing consortiums (typically within healthcare)

• Look at bell curves, “How many employees are in bell curve for performance?”

• Understand data• Look for struggle points• Examine outliers• “DIVE DEEP”

Lucy Dominguez

• Plus Previous Year Planning• Shared business strategies• Align initiatives and goals• Define measures of success• Planning process for all business functions to ensure success

• Set Measurable Goals• Identify metrics• Set the bar• Raise the bar

• Get the right people, develop them, and keep them

Margo Parker-Hudson• Get HR and organization into a “strategic rhythm”

• Define the measurement culture in the organization • Internal and external• Tie to strategy based on customer needs

• Asks yourself, “what are the strategies for the organization (short & long term)”, and the design measures to report on those

• What is important to “my customer”