putting the "strategic" into strategic business partner
DESCRIPTION
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics. What is driving this trend? How does the re-skilling of HR relate to workforce analytics? In this webinar, workforce analytics experts Dave Weisbeck and Ian Cook will explore: HR’s evolving role, from tactical to strategic player. Key drivers of the “datafication” of HR. Connecting the dots between strategy and analytics. How to develop analytics acumen within HR. Approaches for accelerating the adoption of analytics. Becoming a truly strategic business partner. Turning numbers into action: Case study examples of HR as a strategic partner.TRANSCRIPT
#WFwebinar
Speaker: Dave Weisbeck Chief Strategy Officer Visier Moderator: Josie Sutcliffe Director, Product Marketing Visier
Putting the 'Strategic' Into Strategic Business Partner
#WFwebinar
Tools You Can Use Audio Control
– A dial in number will not be provided.
– Adjust the volume by sliding the indicator in the Media Player box to the left.
– Also check your computer’s volume for external speakers or headsets.
#WFwebinar
Tools You Can Use Question & Answer
– Type in your question in the “Q&A” box to the left.
– These queries are visible by the presenter ONLY.
– Type your question in the space at the bottom.
– Click “Send.”
#WFwebinar
Tools You Can Use
Twitter - Click “Post” in the Twitter widget.
#WFwebinar @Workforcenews
#WFwebinar
Tools You Can Use
Speaker Bios Resources
Media Player Q&A
Slides Twitter
Help
Post Event Evaluation
Share This
#WFwebinar
1. May I receive a copy of the slides? YES! Click on the resource list located on the top left
portion of your screen.
2. May I review the webinar recording at a later date? YES! You may log in again using today’s link to review the
presentation on-demand.
Frequently Asked Questions
Page 7 © 2014 Visier™ © 2014 Visier™
Putting the Strategic in Strategic Business Partner
Presenter: Dave Weisbeck May 7th
2-3pm ET 11am-12pm PT
Page 8
WORKFORCE ANALYTICS AND PLANNING. SMART. INTUITIVE. COMPLETE.
Page 9
Dave Weisbeck, Chief Strategy Officer, Visier Dave Weisbeck leads the overall solutions success and strategy at Visier. Prior to joining Visier, Dave spent over 18 years in the information management and analytics industry, which included time spent helping to build Crystal Decisions and Business Objects products and product strategy. Most recently Dave was the senior vice president and general manager responsible for Business Intelligence, Enterprise Information Management and Data Warehousing at SAP.
PRESENTER
Page 10 10
Historically, many within the HR profession have lamented the lack of respect and acknowledgment for the services they provide. Now opportunity is banging at the door of every HR function to reverse that situation. The need to be more strategic and business-linked is evident.”
J. Robinson, and D. Robinson, Strategic Business Partner: A Critical Role for
Human Resource Professionals.
“
Page 11
ULRICH MODEL
11
Strategic Operational
Process
People
Strategic Partner
Change Agent Employee Champion
Administrative Expert
Source: Ulrich (1997), Human Resource Champions
Page 12
ARE WE THERE YET?
12 Source: Hay Group, Next generation HR, Connecting strategy, people and work
Page 13
TODAY’S AGENDA
The Three Wheres?: - Where From - Where Now - Where To
What is a Strategic Business Partner Practical Steps to Become A Better Strategic Partner Connecting to the Business Analytics as a Catalyst Planning as an Enabler
Page 14
Where From Where Now
Where To
Page 15
Increased complexity of the workplace 24/7 business, global competition, fading time/place
boundaries, risk and compliance
Increased complexity of the workforce Offshoring, global mobility, contingent workers,
generational divides, war for talent
New technologies Social media, smart phones, Cloud, always-on
Cost pressures Every function must justify itself with ROI
WHAT IS DRIVING THE CHANGE?
15
Page 16
EVOLUTION OF HR
16
Incr
easi
ng V
alue
Employee Relations Administration Human Resource Effective Organizations
Compliance
Workers Compensation
Payroll
Training
Staffing
Workforce Planning
Talent Analytics
Performance Management
Organizational Design
Talent Acquisition
Leadership Development
Cost Containment
NOW leading lagging
Managing Talent
Managing Staff
Compensation
Page 17 17
Page 18 18
Page 19
What is a Strategic Business Partner?
Page 20
WHAT DOES IT MEAN TO BE STRATEGIC?
20
Page 21
COMPETENCIES OF BEING STRATEGIC
1. Know the Goal Always act with the end in mind. Purposeful. With intent.
2. Big Picture View Mental model of the end-to-end system. Past, present,
future. 3. Think Divergently Consider the alternative path. Look outside current
boundaries. Be open. Ask “What if?” 4. Think Critically Break things down to root causes. Analyze. Inspect.
5. Align Seek convergence, not consensus.
Page 22
BEING STRATEGIC IS…
…the focus that allows individuals within an organization to marshal and leverage their energy, to focus attention, to resist distraction, and to concentrate for as long as it takes to achieve a goal.”
Jeanne Liedtka, “Linking Strategic Thinking with Strategic Planning”
“
Page 23
STRATEGIC BUSINESS PARTNER
Organizational development What are the group dynamics? What culture and beliefs impact
decisions and change? Organization design – system
thinking How do we remove friction or
conflict?
Partnering Coaching Consulting – 2-way
conversation Be willing to challenge – have
a point of view How do I build relationships
and collaborate? Rel
atio
nshi
ps
Human Resource Expertise Talent Management
Recruiting Compensation
What processes and technology improve efficiency?
What are the people goals and measures of success?
Business Expertise Who is the customer? What
problem do you solve for them?
Who is the competition? How do you compare?
What are the business goals and measures of success?
Expe
rtise
Adopted from Rothwell & Budscooter (Ed.), 2012. The Encyclopedia of Human Resource Management
Page 24
Page 25
Practical Steps to Become A Better Strategic Partner
Page 26
How to: 1. Understand the Business 2. Improve your Big Picture Understanding and Be
a Better Critical Thinker 3. Get Convergence and Alignment
3 WAYS TO BECOME MORE STRATEGIC BUSINESS PARTNER
26
Page 27
How do people impact the success of the business strategy?
1. UNDERSTAND THE BUSINESS
27
The fundamental question to answer is:
Page 28
What is the business strategy? 1. Who is the company’s core customer? 2. What problems do your products/services
solve for them? 3. Who is the competition? 4. Where does the organization stand in relation
to the competition and customer?
1. UNDERSTAND THE BUSINESS
28
The purpose of business is to create and keep a customer.” - Peter Drucker
“
Page 29
1. Who is the company’s core customer? 2. What problems do your products/services solve for them? 3. Who is the competition? 4. Where does the organization stand in relation to the competition
and customer?
Ask Sales, Marketing, Product Management, and/or
Customer Support. Establish relationships with people who deal with
customers on a regular basis, and stay up to date. Get out of the office. Visit a store or plant. Join a call.
1. UNDERSTAND THE BUSINESS
29
Page 30 30
How do people impact the success of the business strategy? Increase customer satisfaction? Drive innovation? Achieve execution excellence, and process efficiencies? Bring regional expertise and knowledge?
Once you understand the customer, then make the connection:
Page 31
Big Picture View Mental model of the end-to-end system. Past, present,
future. Think Critically Break things down to root causes. Analyze. Inspect.
The goal is to understand connections. What will the impact be to a change? The secret: analytics!
2. BIG PICTURE, THINKING CRITICALLY
31
Page 32
2. IMPROVE YOUR BIG PICTURE UNDERSTANDING
REPORTS
Measure single data points Provide information – the what Guide operations State past and present Tabular outputs of counts and rates
ANALYTICS
Connect multiple data points Provide insights – the why Drive strategy State past, present, and predict the future
Visual outputs of patterns and trends
Page 33
TALENT RETENTION
“Voluntary Resignations are at a 5-year high.”
Bureau of Labor Statistics Job Openings and Labor Turnover Survey October 2013
Page 34
BREAKING AWAY FROM REPORTS
We need to find the connections: Understand: what is the real situation? Do we have a problem? Hypothesize: what factors do we believe are impacting resignations? Test: is there a relationship? Yes, then understand…
Common approaches: Turnover rate Turnover by organization Voluntary turnover
Page 35
UNDERSTAND
35
Page 36
HYPOTHESIZE
36
Page 37
TEST - IS IT COMPENSATION?
37
Page 38
TEST – IS IT CAREER DEVELOPMENT?
38
Page 39
WHY THEN?
39
Page 40
Align Seek convergence, not consensus.
The goal is to make decisions and actions happen. Own the process for decisions. The secret: Planning
3. GET CONVERGENCE AND ALIGNMENT
40
Page 41
WORKFORCE ANALYTICS AND PLANNING
Page 42
THE PURPOSE OF WORKFORCE PLANNING
The purpose of workforce planning is to allocate the right people to the right position at the right time. The activity of workforce planning is therefore the set of choices about where to allocate people and how to be able to measure the effect of those choices.
Page 43
BAD PLANNING
43
GOOD PLANNING
Page 44 44
Page 45 45
Page 46
Re-Cap & Question Time
Page 47
Practice thinking and acting strategically End in mind, big picture, divergent, critically, aligning
You must own the connection of how people impact the business strategy Understand the customer and competition to understand the
business
Use Analytics to be a great big-picture, critical thinker Understand, hypothesize, test, repeat
Use Planning to own the process to decisions and action Collaborative, regular, consistent
RE-CAP
#WFwebinar
• Also please fill out the event evaluation.
• Please take this time to submit your Questions.
#WFwebinar
Join our next Webinar!
Market Pricing Basics
Wednesday May 21, 2014
Webinars start at 2 p.m. Eastern / 11 a.m. Pacific
Register for all upcoming Workforce Webinars at www.Workforce.com/webinars