SHAPING THE ROLE OF HR: Tactics for Strategic Change Dan Scotti Training and Learning Development

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SHAPING THE ROLE OF HR Tactics for Strategic
ChangeDan ScottiTraining and Learning
Development
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SESSION OBJECTIVES

• Broaden perspectives
• Challenge the conventional wisdom regarding HRM
• Peek into the future

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Survey Says..

• A recent survey by the Towers Perrin Group
  revealed that
• 50 of HR professionals see themselves as
  strategic business partners within their
  organizations
• But only 17 of HR professionals say they are
  invited to participate in the initial stages of
  major enterprise initiatives

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Closing the Gap Requires

• A change in mindset
• HR
• The Enterprise
• Continuing to performing the basic functions well
• Organizational Literacy
• Courageous Leadership

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A New MindsetHR as an Investment, Rather than
an Expense

• Historically HR and people were not considered
  tangible assets. The means of production was a
  machine bolted to the factory floor. People
  merely operated it.
• Today The intangible of human capital (what
  people know their level of commitment to the
  organization) is the prime driver of
  organizational results.

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A New Paradigm

• HR is shifting from focusing on the organization
  of the business to focusing on the business of
  the organization

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The Goal

• The intent of the new HR paradigm is to achieve
  alignment among the
• Strategy
• Structure
• Culture
• of the enterprise.

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Strategic HR

• Focus
• Alignment
• Process integration
• Information management
• Innovation
• Measurable results

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Strategic HR

• Partner
• Change agent
• Passionate about people as the source of
  organizational success

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The Foundation

• Traditional HR Functions
• Employment
• Compensation
• Benefits
• Training/Development

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Just a Thought

• If you keep on doing what youve always done,
  youll keep on getting what you always got

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Emerging Functions

• Additional value added
• Multi level performance analysis people, teams,
  the organization
• Aligning HR process to drive organizational
  results
• HR as a component in the enterprise value
  proposition, in vision mission achievement

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High Gain HR Questions

• How do people create value for the organization?
• How does HR contribute to and measure the value
  creation process?

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HR EvolutionPersonnel
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HR Evolution Human Resources
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HR Evolution Human Capital
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HR Strategic Architecture
HR Function HR professionals with strategic
competencies to deliver products/services that
drive organizational success
HR System Performance driven, strategically
aligned policies practices
Human Performance Strategically focused
competencies, motivation, skills, capabilities
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The Strategic HR Model
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An Emerging HR Mindset

• Focused on adding value for the customer
• Proactive
• Willing to assume risk
• Results driven

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HR Best Practices
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Tactic A Consultative Approach

• A phased, modular, repeatable and iterative
  process for HR professionals so that customer
  relationships are enhanced.
• Strengthen the HR value proposition
• Create enterprise HR bench strength
• Manage HR professionals as an enterprise asset

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A Best Practice HR Consulting

• Setting the Stage
• Entering, Scoping, Contracting
• Diagnosis
• Determining Action, Planning, Implementation
• Assessing, Closing

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Skills

• For each Phase
• Structure
• Challenges
• A set of consultative skills
• An Action Learning Activity to transcend the
  learning

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HR CHALLENGES

• Focus strategically- act tactically
• Assessment
• Develop/apply new measures
• Audit measures
• Analyze report
• Change planning and implementation
• Continuous improvement

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A Couple of Closing Thoughts

• Be careful of yesterdays success, because
  success tastes so good it dulls the appetite for
  risk..
• The significant problems in life cannot be solved
  from the same mode of thinking that created
  them