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TRANSCRIPT
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The Iowa Experience:Human Resources as a Strategic Business Partner
Mollie K. Anderson, DirectorIowa Department of Administrative ServicesFor the International Personnel Management AssociationOctober 1, 2004
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Why Did You Choose HR?
Why did you get into HR?
How long have you been in this field?
Where do you want this profession to take you?
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What an HR Professional Is
The systemizing, policing arm of executive management
An advocate for employees
Strategic business partner for customers
A champion for change
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The Primary HR Goal Get the right person…
With the right skills… Into the right job…
With the right supervision to meet performance expectations and …
Add value to the organization.
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How do you attract and retain quality employees?
How can you become a strategic partner with your customers?
How do you improve productivity and ROI?
What issues affect employers’ ability to meet company goals?
The Primary HR Questions
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HR Challenges Today Changing employee demographics and needs
More competition for a skilled workforce
Focus shifting from regulation to service
Demand for customized service
The need to support desired business outcomes and affect the bottom line
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The Iowa Experience
Department of Administrative Services combined 3 ½ agencies in 2003
Adopted the entrepreneurial management concepts of strategist David Osbourne
Four goals: Improve customer service, save money, streamline, and use resources in a more flexible manner.
Unique financing approach
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Entrepreneurial Management A customer-focused (NOT program
focused) approach…
To delivering services (NOT running a program)…
In a competitive marketplace (NOT a monopoly.)
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How DAS is Set Up in Iowa
A complement of infrastructure and facilities services, including full range of HR functions
Each fee-based operation covers its costs Customer Councils set utility rates
‘Rowing and steering’ functions separated
Moving toward one-stop shopping model
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What DAS Started With Traditional financial infrastructure ‘Old’ agencies without legislative champions
Thirty percent budget cuts over three previous fiscal years
Highly tenured, program-focused employees
Grumpy, uneducated customers
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What DAS Has Done Passed enabling legislation
Developed fee-based financing models, determined service costs, and reduced cross-subsidized ‘drug deals’
Adopted an internal shared services model
Established and empowered customer councils
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What DAS Is Doing Now
Refining financing and legislative framework
Eliminating silos between merged agencies
Engineering a culture change
Re-motivating employees with training and incentives
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The Iowa Approach to HR
Define internal and external customers
Know your customer(s) and their business(es)
Know your business goals and what it takes to achieve them
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Setting HR Priorities Know your customers’ (internal and
external) priorities
Understand the financial risk
Evaluate the potential for improvement
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How to Create a Compelling Picture for Action Do your homework and be prepared to tell
your story
Identify risks of inaction
Know the impact on financing and productivity
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How to Get Your Own Team On Board Lay out clear expectations
Use a customer service representative model and service delivery agreements
Use performance evaluations and reward programs
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Example: Workers Comp
Start with the viewpoint that people are the face of government
Tell the story simply, using the numbers
Define the risk (financial, productivity) if no action is taken
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How to Get Invited to the Decision Making Table Connect with customer goals—save
money, streamline processes, etc.
Know your business—and your customers’ business
Articulate a compelling story
Follow up!
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What Role Does Communication Play? Start with research—know the facts
Tell your story in a compelling, understandable way
The ‘visual identity’ concept works
Repeat, repeat, repeat
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Use the Tools
For the basics, an FAQ
Annual reports
Newsletters or bulletins
Crisp financial results
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What You Can Measure Customer satisfaction
Financial goals
Grievances
Processing time
Turnover/retention
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The Bottom Line
Watch the people who have leveraged their HR expertise to move ahead.
HR is no longer just a knowledge game—you must be able to apply what you know.
You must be able to listen, evaluate and persuade.
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What You Can Do to Develop Your Skills and Career Education Write and talk Use associations and seminars Move around in HR specialties and to career
opportunities Cross-functional teams Look for emerging issues
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Lessons Learned—a Recap
Be proactive, not reactive Know your customers and your business Do your homework Learn from others when you can Be concise and clear Keep current on emerging issues Get involved in HR organizations Sometimes you have to move You can’t go it alone
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Question and Answers
Visit the DAS website,http://www.das.iowa.gov