strategic planning for an hr audience - monster.com

Strategic Planning for an HR Audience

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Bill Treasurer & Laura Shiver CohnGiant Leap Consulting’s Lead Strategic Planning Team

Presented by:

http://hiring.monster.com/

Strategic Planning for an HR Audience: Envisioning a Courageous FutureCopyright © 2012 Giant Leap Consulting

Agenda

Welcome

What’s the value of planning?

A walk through Giant Leap’s framework

Facilitation tips

Mistakes to avoid

2


3

On a scale of 1 to 5, where 1 means very boring and 5 means very engaging, how boring have past strategic planning meetings been that you attended

OneTwoThreeFourFive

P O L L

Please Vote to the Right of Your Screen

very boring

Very engaging


Why does a courage-building company work on strategic planning?

It takes courage to set a bold direction!

4


Plans are worthless.

Planning is everything.~ Winston Churchill

5


Why invest the resources in strategic planning?• Alignment

• Process of Planning

6


First Mistake:

Not including enough voices and perspectives when developing the plan

7


Avoid the First Mistake By:

• Conduct pre-session interviews with key stakeholders

• Survey other stakeholders with online surveys

8


Sample Interview Questions:

9


Sample Survey Questions:

10

Strategic Planning Framework


12

Our collective reason for being, articulated for internal & external audience.

““Mini-vision” for each goal.Mini-vision” for each goal.

Our high-level goals for successfully reaching our mission.

The “yardsticks” to gauge progress.

Specific targets on each yardstick. Specific targets on each yardstick.

Concrete steps and who will own them.


13

• high-level• collective• long-term

WHY

• concrete• individual• near-term

HOW


14

Why are you participating today?

Interested in an organizational strategic plan

Interested in a department strategic plan

Interested in a project team strategic plan

Interested in just learning more

P O L L



15

Our collective reason for being, articulated for internal & external audience.


16

On a scale of 1 to 5, where 1 means not at all and 5 means completely, how well do you think the people you work with understand the mission of your organization?

P O L L


OneTwoThreeFourFive

Not at all

Completely


Elevator Speech:

• Clarifies what the organization does

• Identifies the unique contribution of the organization

• Inspires people to want to learn more about the organization

17


Second Mistake:

Not using the plan you create

18


Avoid the Second Mistake By:

• Ensure that someone has the responsibility for completing and distributing the plan

• Incorporate contribution to strategic initiatives into the performance review process

19


20

““Mini-vision” for each goal.Mini-vision” for each goal.

Our high-level goals for successfully reaching our mission.


21

HR Goals could include:

• Recruiting

• Performance Management

• Compliance/EEOC

• Staff Development

• Talent Management


22

Staff Development Goal:

Proactively educate and develop our staff so that everyone demonstrates a high degree of skill and professionalism.


Example Goal Areas:

• Client Relationships• Technology• Employees

23

EMPLOYEE Goal Statement: We become the premier employer for exceptionally talented technical professionals who are passionate about our mission


24

Staff Development Goal: Proactively educate and develop our staff so that everyone demonstrates a high degree of skill and professionalism.

OO: HR department receives positive unsolicited feedback from the other departments and business units about our exemplary professional.


Example Optimal Outcomes:

Knowledge Transfer:Innovations with other fields, institutions, and companies are shared

Leadership & Management:Cross-organization training and collaboration increases

Outreach:Public has new awareness on how adults can protect local waterways

25


Process Tips:• Pre-draft goal statements.

• Five-finger voting technique.

• Quality checks.

26


Third Mistake:

Jumping straight to action

27


Avoid the Third Mistake By:

• Spend the time to define the big picture

• Explain that following the process yields higher quality results

• Be sure you can explain the How and the Why

28


29

The “yardsticks” to gauge progress.

Specific targets on each yardstick.


• Specific

• Measurable

• Achievable

• Realistic

• Time-bound

30

Get SMART Targets:


• 75% of facilitators report being engaged, empowered, and productive on annual survey to be administered by 12/1/12

• Increase number of new initiatives emerging from staff by 25% by 12/2012 as measured by annual review

31

Example SMART Targets:


32

Staff Development Goal: Proactively educate and develop our staff so that everyone demonstrates a high degree of skill and professionalism.

OO: HR department receives positive unsolicited feedback from the other departments and business units about our exemplary professional.

UM: Positive unsolicited accolades from other departments and business units.

SMART: 2 positive unsolicited accolades p/quarter. 1 positive accolade per team member p/year.


Fourth Mistake:

Lack of linkage

33


Avoid the Fourth Mistake By:

• Post output to walls

• Use quality checks

• Always test for linkage

34


35

Concrete steps and who will own them.

Strategic activity is always superimposed on full work

schedules.


37

Staff Development Goal: Proactively educate and develop our staff so that everyone demonstrates a high degree of skill and professionalism.OO: HR department receives positive unsolicited feedback from the other departments and business units about our exemplary professional.UM: Positive unsolicited accolades from other departments and business units.SMART: 2 positive unsolicited accolades p/quarter. 1 positive accolade per team member p/year.

Action: Send internal survey to dept. and BU execs to understand how they define professionalism by 2/15/12.


Goal Area: Optimal Outcome: SMART Target:

Point(s) of Contact: Due Date:

Action Item:


39

Dot Voting Technique:


Fifth Mistake:

Lack of accountability

40


Avoid the Fifth Mistake By:

• Appoint overseers

• Use templates

• Hold momentum meetings

• Celebrate success

41


Any Questions:

42

Thanks for participating today.

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strategic planning for an hr audience - monster.com

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