shrm-atlanta 082214
TRANSCRIPT
![Page 1: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/1.jpg)
Keys to Developing a Business Case to
Ensure Funding and Enthusiastic Support for
HR Initiatives
Laura Lea Clinton
Global Organizational & Leadership Consultant
Equifax
![Page 2: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/2.jpg)
Question
What challenges have you faced in trying to
get approval for an HR initiative?
![Page 3: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/3.jpg)
Linking HR initiatives to
organizational goals
Required strategic elements
Preparing and presenting the Business Case
Learning Objectives
![Page 4: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/4.jpg)
Resource Allocation
Revenue & Expenses
Remember:
Non-Profits are Still Businesses!
Employee Engagement
Competition
Accountability
![Page 5: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/5.jpg)
Why is a business case important?
When money or other resources are
involved, a well-articulated business
case will significantly increase the
chance of approval and engagement
![Page 6: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/6.jpg)
Ascertain and articulate the business need
Determine what you want to drive or implement
Link to organizational priorities
Identify solutions
Prepare to present your case
Do Your Homework!
![Page 7: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/7.jpg)
Articulate the business need
Engage with your
organization’s leaders
to do this!
![Page 8: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/8.jpg)
Determine what you want to implement
Questions to ask:
• What’s behind the ask?
• Why is it important?
• How does it support the
organization?
![Page 9: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/9.jpg)
Link to Organizational Priorities
HR Goal Action Step(s) Organizational
Goal
Foster innovation through
cultivation and promotion of high-impact approaches
Attract, develop and retain best-in-class talent
Reduce time-to-fill by 10%
Implement applicant tracking
system
![Page 10: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/10.jpg)
Use Numbers!
Identify detailed solution(s)
![Page 11: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/11.jpg)
Other Important Information
Key Learnings
![Page 12: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/12.jpg)
Frame Your Issue
Decision/Question Situation/Context Relevant Learnings Assumptions
Decision Makers(s) Stakeholders & Inputs Recommendation/Options Decision Timing
• What problem are
we trying to solve?
• What is the value to
the organization?
• What has prompted
this question or
decision?
• What are the relevant
circumstances
internally and
externally?
What have we learned
from past decisions or
research that may be
relevant to framing the
current request?
What assumptions are
we making that may
affect this decision
(competition for talent,
funding landscape,
critical success
factors)?
How quickly do we
need to make this
decision? Why?
• What will convince the
decision maker and
stakeholders that this is
a “good” decision?
• What are our “musts”
and “wants” for the
outcome of this
decision?
• What is the alternative
if not approved?
• Who will need to
provide input into this
decision?
• What kind of
qualitative or
quantitative
information will we
need?
Who ultimately owns
the decision?
![Page 13: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/13.jpg)
Know your Audience
• Socialize
• Anticipate questions
• Determine:
– How much time you
have
– Materials in advance?
– Detailed or high-level?
Tailor your presentation to what resonates!
![Page 14: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/14.jpg)
Example:
Recent Business Case Presentation
![Page 15: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/15.jpg)
Employee Engagement Drives Results
Retention
Productivity
Constituent Satisfaction
Results & Revenue
![Page 16: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/16.jpg)
Engagement Drivers for Equifax
Increased Employee Engagement
Recognition
Career Develop-
ment
![Page 17: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/17.jpg)
Articulate the business need
Leader engagement was key!
Desire for career growth tools and resources
• Leaders, managers, employees
• Engagement survey provided inputs
• Initiative driven through senior leadership
• Strong change management and
communications effort required
![Page 18: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/18.jpg)
Determine what to implement
Business Advisory Council
![Page 19: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/19.jpg)
HR Goal Action Step(s) Organizational
Goal
Every leader will be responsible for retaining,
developing and attracting great
talent
Maximize employee
productivity and engagement
while building our next
generation of leaders
Develop and implement recognition framework
Implement Career
Development Portal
Link to Organizational Priorities
![Page 20: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/20.jpg)
Context
• Strong career framework
• Unsustainable resource mechanism
![Page 21: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/21.jpg)
Use Numbers!
Identify detailed solution(s)
Best practices research
Validation
Cost, impact on engagement
![Page 22: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/22.jpg)
Frame the Issue
Decision/Question Situation/Context Relevant Learnings Assumptions
Decision Makers(s) Stakeholders & Inputs Options Decision Timing
Approval to move
forward with RFP for
Career Development
Portal
• Engagement survey -
Employees want to
see career growth at
Equifax
• Good existing
framework; need
more
• SharePoint is not
sustainable or
interactive. Tools are
limited.
• Benchmarking indicates
strong alignment with
needs
• Initiative driven
through senior
leadership
• Strong change
management and
communications effort
required
Immediate to ensure
inclusion in August
budgeting process for
implementation in 2015
Option 1:
Implement Career
Development Portal
Option 2:
Maintain existing
SharePoint site
Stakeholders:
Employees, managers,
senior leaders
Inputs:
Engagement survey
and recommendations
of Business Advisory
Council
CEO and Senior
Leadership Team
![Page 23: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/23.jpg)
1st Draft
![Page 24: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/24.jpg)
Final Presentation
![Page 25: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/25.jpg)
A bit more on involving leaders. . .
![Page 26: SHRM-Atlanta 082214](https://reader036.vdocuments.us/reader036/viewer/2022062401/587de49c1a28abaf6b8b62a5/html5/thumbnails/26.jpg)
Key Takeaways
Involve your
leaders
Connect to
organizational
priorities and results