hr upgraded - presented by keynote speaker dave ulrich - hrmatt
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HR trends and beyond: HR from the outside in
HRMATT
HR Upgraded – v2K13 and beyond
Trinidad
May 2013
Dave Ulrich [email protected]
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
2Overall Goals
Think:
• What are the challenges for today’s businesses
• How can HR add value to employees, customers, investors, and communities
Behave:
• Identify things that you can do to further your HR contribution
Have Fun:
• Enjoy the experience together
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
3HR Trends
Trend Definition
1 HR outside in We have evolved HR to focus on external conditions and stakeholders
HR value added 2 Talent 3 Capability 4 Leadership
We invest in HR to deliver value through • Talent• Capability • Leadership
5 HR transformation We have transformed the HR function to operate efficiently and/or effectively to match business requirements
6 HR practices We have innovated, integrated, and aligned HR practices in people, performance, information, and work
7 HR competencies We have identified critical competencies for HR professionals and invested in building them
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
4HR outside in: Evolution of HR
HR
Evo
luti
on
Time
HR Administrative Utility
HR Strategy
HR Outside/In
HR Functional Expertise
HR Upgraded – v2K13 and beyond
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
5HR outside in: HR practices
HR domain Examples of outside in: What this means for us?
Staffing Are we the employer of choice of employees our customers would choose?
Training/development Do we involve customers in designing, attending, and delivering training and development?
Performance management
Do our standards for effective performance match customer expectations?
Rewards Do we involve our customers (suppliers or investors) in allocating rewards?
Communication Do our communication tools link employees and customers?
Leadership Have we created a leadership brand where leaders actions are tied to customer expectations?
Culture Does our culture have the right events, patterns, and identity?
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
6HR outside in: HR professionals
What HR outside in means for me?– Do I see my organization through the eyes of the
customers, investors, suppliers, regulators and other external stakeholders?
– Am I aware of general business conditions that affect my industry and organization?
– Do I spend time with external stakeholders?
– Do I align my HR work with expectations of external stakeholders?
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
7HR Outside in:HR Creates Value to Key Stakeholders
Dealers Customers
Employees
Investors/Owners
Line Managers
KeyStakeholders
Communities/regulators
Market value• Financial
performance• Intangibles• Risk
Reputational value• Social responsibility• Regulatory oversight• Cultural awareness
Customer share• Target
customers• Customer
intimacy
Collaborative value• Partnerships• Outsourcing
Strategic value• Shaping strategy• Creating
organization traction
Employee value/ Productivity • Competence• Commitment• Contribution
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
8Assessment:HR outside in…HR Upgraded – v2K13 and beyond
We focus HR on administrative
work
We focus HR on innovative HR
practices
We focus HR on delivering strategy
We focus HR on external conditions and stakeholders
Ideas for improvement• • • • •
low high31 2 4 5 6 7 8 9 10
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
9HR Trends
Trend Definition
1 HR outside in We have evolved HR to focus on external conditions and stakeholders
HR value added 2 Talent 3 Capability 4 Leadership
We invest in HR to deliver value through • Talent• Capability • Leadership
5 HR transformation We have transformed the HR function to operate efficiently and/or effectively to match business requirements
6 HR practices We have innovated, integrated, and aligned HR practices in people, performance, information, and work
7 HR competencies We have identified critical competencies for HR professionals and invested in building them
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
10Roles for HR
Line managers as Owners
• Fully engaged• Make final decision• Accept accountability• Ensure follow up
HR Professionals asArchitects
• Coach• Facilitate• Design• Deliver
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
11
HR value creation: What value does HR create?In
div
idu
al A
bil
ity
Organization Capability
High
TalentWorkforce
People
CultureWorkplaceProcess
Leaders Leadership
Low
Low High
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
12HR value creation: Importance of talent and teamwork
What percent of the time is the leading scorer (winner of the Golden Boot) on the team that wins the World Cup?
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
13HR value creation: Importance of talent and teamwork
How many of the 20 “Best Actor/ Best Actress” Academy Award winners in the last ten years were also in the “Best Picture” for that year?
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
14
What do we mean by “talent”?C-suite executives: Succession, customization, teamwork
High potentials:5-10% of people5-10% of timePersonal development plan
AllEmployees:CompetenceCommitmentContribution
Leadership cadre: leadership academy
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
15
What do we mean by talent?
COMPETENCE COMMITMENT CONTRIBUTION
Talent =
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?
Create meaning at work• Identity• Purpose• Relationships• Work environment• Work itself• Learning/resilience• Civility
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
16Assessment: HR Value CreatedTalent…HR Upgraded – v2K13 and beyond
We recognize that talent
matters
We have a plan to improve
talent (C*C*C)
We align talent investments with strategy
We build a talent agenda (C*C*C)
with stakeholders
Ideas for improvement• • • • •
low high31 2 4 5 6 7 8 9 10
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
17
HR value creation: CapabilityIn
div
idu
al A
bil
ity
Organization Capability
High
TalentWorkforce
People
CultureWorkplaceProcess
Leaders Leadership
Low
Low High
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
18
What is Organization Capability?
Organization culture or
archetypes
Business processes
Core competency
Resource viewof the firm
Organization Capability
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
19
To what extent are we capable of creating a culture that shifts from event to pattern to identity?
Shared mindset / culture
Event Pattern Identity
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
20
Culture as a key capability
LeadershipBrand
Top/down intellectual agenda
Top/down intellectual agenda
Bottom/up :behavioral agenda
Bottom/up :behavioral agenda
Side to sideProcess agenda
Side to sideProcess agenda
Make identity real to employees
What are the top 3 things we want to be known for by our best customers (or other key stakeholders)?
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
21Assessment: HR Value CreatedCapability or culture …HR Upgraded – v2K13 and beyond
We define our organization as
structure
We improve work processes
Our organization structure
matches strategy
Our capabilities match stakeholder
expectations
Ideas for improvement• • • • •
low high31 2 4 5 6 7 8 9 10
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
22
HR value creation: LeadershipIn
div
idu
al A
bil
ity
Organization Capability
High
TalentWorkforce
People
CultureWorkplaceProcess
Leaders Leadership
Low
Low High
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
23
HR value creation: The key questions of leadership
Dimension of Leadership
Question Challenge
WhyWhy should I work to improve my personal leadership and to build leadership in my organization?
Build the business case for leadership
WhatWhat do I have to do to be a better leader or to build better leadership in my organization?
Articulate the leadership brand, with both code and differentiators
HowHow do I ensure that what I turn what I know I should do into what I do?
Know and accomplish the seven factors for leadership sustainability
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
24Leadership Brand: Shared Theory of Leadership
Leadership Code(Common)
Leadership Differentiators
1. What percentage of leadership is basically the same?2. If there are common rules for any leader, what are they?
LEADERSHIP BRAND
COMPETENCIES
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
25Leadership Code: The DNA of Effective Leaders
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
26
Levels of branding…
1.Product Brand
2. Firm Brand
3. Leadership Brand
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
27
Leadership Differentiators
Firm Brand
FIRM BRAND:What are the top 3 things we want to be known for by our target customers?
LEADERSHIP DIFFERENTIATORS:What are the leadership behavioursthat would reflect each firm brand?
• • •
• • •
• • •
Turn firm brand into leadership differentiators
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
28Assessment: HR Value CreatedLeadership…HR Upgraded – v2K13 and beyond
We appreciate good leaders
We invest in building
leadership
We define what makes an
effective leader
We create a leadership brand
Ideas for improvement• • • • •
low high31 2 4 5 6 7 8 9 10
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
29
HR Trends
Trend Definition
1 HR outside in We have evolved HR to focus on external conditions and stakeholders
HR value added 2 Talent 3 Capability 4 Leadership
We invest in HR to deliver value through • Talent• Capability • Leadership
5 HR transformation We have transformed the HR function to operate efficiently and/or effectively to match business requirements
6 HR practices We have innovated, integrated, and aligned HR practices in people, performance, information, and work
7 HR competencies We have identified critical competencies for HR professionals and invested in building them
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
30HR transformation: Run the HR function as if it is a business within a business
Overriding organizational design principles:
• Differentiate clearly between transactional and strategic HR work.
• Make the HR organization follow the logic and structure of the business organization.
• Make the HR organization follow the flow of any professional service oriented organization.
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
31HR transformation:Start with business strategy
Diverse business strong
business unit
Single business, Strong corporate
Matrix: Find balance of corporate versus
business unit
Decentralized
Cen
tral
ized
Hig
hL
ow
Low High
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
32HR transformation:Organization design options
HR decentralized organization
(holding company)
Single business, Strong corporate
Decentralized
Cen
tral
ized
Hig
hL
ow
Low High
HR community of practice
HR as professional
services
HR solutions center / process leaders
HR outsourced
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
33
HR Trends
Trend Definition
1 HR outside in We have evolved HR to focus on external conditions and stakeholders
HR value added 2 Talent 3 Capability 4 Leadership
We invest in HR to deliver value through • Talent• Capability • Leadership
5 HR transformation We have transformed the HR function to operate efficiently and/or effectively to match business requirements
6 HR practices We have innovated, integrated, and aligned HR practices in people, performance, information, and work
7 HR competencies We have identified critical competencies for HR professionals and invested in building them
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
34
HR Practices
Performance
Work
People Communication
• Buy ● Bounce• Build ● Bound• Borrow ● Bind
• Set standards• Ensure
consequences- financial- non financial
• Do feedback
Build communication plan• Top down• Bottom up• Inside out• Outside in• Side to side
• Restructure organization• Reengineer work
process• Manage teams• Architect physical setting
HR transformation: Align, integrate, and innovate our HR practices?
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
35Assessment: HR practices …HR Upgraded – v2K13 and beyond
We do HR practices
efficiently
We have innovative ideas in HR practices
We integrate HR practices to
deliver capabilities
We ensure that our HR practices meet
external expectations
Ideas for improvement• • • • •
low high31 2 4 5 6 7 8 9 10
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
36
HR Competency Study introduction
What are the competencies of HR professionals and how do they affect:
• The perceived effectiveness of HR professionals
• Business performance
What characteristics of HR departments best predict business performance?
Research assumptions:• Partnership with leading HR associations• Non HR and HR assessment (360)• Global, cross industry, mixed firm data set• Longitudinal/predictive data and insights
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
37
2012 HR Competencies: Six primary domains
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
38What competencies matter to helping drive business performance?
Competency
Degree to which it helps achieve personal effectiveness
(L/M/H)
Degree to which it helps achieve business results
(L/M/H)
Current strength of this competency in our HR organization
(L/M/H)
Strategic Positioner M M
Credible Activist H L
Capability Builder M H
Change Champion M M
HR Innovator & Integrator M H
Technology Proponent L H
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
39
HR Trends
Trend Definition
1 HR outside in We have evolved HR to focus on external conditions and stakeholders
HR value added 2 Talent 3 Capability 4 Leadership
We invest in HR to deliver value through • Talent• Capability • Leadership
5 HR transformation We have transformed the HR function to operate efficiently and/or effectively to match business requirements
6 HR practices We have innovated, integrated, and aligned HR practices in people, performance, information, and work
7 HR competencies We have identified critical competencies for HR professionals and invested in building them
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
40Assessment:HR Competencies…HR Upgraded – v2K13 and beyond
We have roles and competencies for HR competencies
We assess HR professionals against
competencies
We invest in HR professional development
We ensure that HR professionals deliver value to the business
Ideas for improvement• • • • •
low high31 2 4 5 6 7 8 9 10
© 2011 The RBL Group © The RBL Group May 2013 / HR trends and beyond
41
HR Trends
Trend Implications for me…
1 HR outside in Learn the external context and stakeholder expectations for my business
HR value added 2 Talent 3 Capability 4 Leadership
Become aware of and able to implement latest trends in • Talent: competence * commitment * contribution• Capability: event… pattern… event• Leadership: why … what … how
5 HR transformation Create an HR organization with a mission and structure that gets work done effectively
6 HR practices Learn and upgrade HR practices so that your business creates new practices and HR systems
7 HR competencies Master the personal competencies of an effective HR professional; make personal progress