hr upgraded - presented by keynote speaker dave ulrich - hrmatt

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


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


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


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?


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?


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


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


9HR Trends

Trend Definition








10Roles for HR

Line managers as Owners

• Fully engaged• Make final decision• Accept accountability• Ensure follow up

HR Professionals asArchitects

• Coach• Facilitate• Design• Deliver


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


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?


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?


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


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


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


low high31 2 4 5 6 7 8 9 10


17

HR value creation: CapabilityIn

div

idu

al A

bil

ity


High

TalentWorkforce

People


Leaders Leadership

Low

Low High


18

What is Organization Capability?

Organization culture or

archetypes

Business processes

Core competency

Resource viewof the firm



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


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)?


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


low high31 2 4 5 6 7 8 9 10


22

HR value creation: LeadershipIn

div

idu

al A

bil

ity


High

TalentWorkforce

People


Leaders Leadership

Low

Low High


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


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


25Leadership Code: The DNA of Effective Leaders


26

Levels of branding…

1.Product Brand

2. Firm Brand

3. Leadership Brand


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


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


low high31 2 4 5 6 7 8 9 10


29

HR Trends

Trend Definition








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.


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


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


33

HR Trends

Trend Definition








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?


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


low high31 2 4 5 6 7 8 9 10


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


37

2012 HR Competencies: Six primary domains


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


39

HR Trends

Trend Definition








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


low high31 2 4 5 6 7 8 9 10


41

HR Trends

Trend Implications for me…

1 HR outside in Learn the external context and stakeholder expectations for my business


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

hr upgraded - presented by keynote speaker dave ulrich - hrmatt

Business

identified critical competencies

aligned hr practices

hr organization follow

hr practices

hr professionals

leadership brand

stakeholders ideas

operate efficiently