ceo/chro partnerships paving the way with commitment

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Presentation given at ASHHRA's Region 1 Conference by Exec. VP Jill Schwieters

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  • 1.CEO/CHROPartnerships PavingtheWaywithCommitmentPresentedbyJillSchwieters June29,2009

2. Welcome&IntroductionJillSchwietersExecutiveVicePresident PinstripeHealthcare As the leader of the Pinstripe Healthcare team, Jill works with healthcareorganizations across the country to design, implement and manage talentacquisitionandmanagementsolutionsfortheirworkforceplanningneeds.Overthepast two years, Jill has worked to develop Pinstripe into a strategic and forwardthinkingpartnerinthehealthcarespace. Havingservedasamemberoftheexecutiveteamfortwomajorhealthcaresystems,Jill understands that human resource executives need to work in partnership withoperationalleaderstodelivertheworkforcesolutionsdemandedbythecompetitivehealthcaremarket.Herinsiderexpertisealongwithherteamproviderealtimeandefficient solutions based on the unique needs of Healthcare Executives and theirorganizations. AgraduateoftheUniversityofWisconsinwithadegreeinIndustrialPsychologyandaMastersinManagementfromCardinalStritchUniversity,Jillisafrequentspeakerat healthcare and human resources events and Jill recognized nationally as anexpertinrecruiting,talentmanagementandutilization. 2 3. AgendaHumanResourcesNeeds toLeadtheChange WhatisaGreatPartnership?Astheprimarysupporterofan organizationsHumanCapital, UnderstandingtheCHROandCEOrole HumanResourcesDepartments mustmanagetheconstant CEOPrioritiesandChallenges organizationalchallengesand evolveaccordingly. SeniorLeadershipAlignment SaratogaInstitute BuildingStrategicHR PartneringWiththeCEO PutYourCEOtoWorkforYou 3 4. MatchthesePartnersA.1.B.2.C.3.4 5. WhatisaGreatPartnership? Collaborativerelationshipwheretwopartiesworktogethertoachievemutuallyunderstoodandagreedupongoals. Oftenindividualsbringtotherelationship: Uniqueandcomplimentary competencies Commonvisionandpassionforthe work Anunderstandingofrolesand accountabilities Trustingandopenrelationship5 6. Partnershipthoughts Inthepastaleaderwasaboss.Todaysleadersmustbepartners withtheirpeople..theynolongercanleadsolelybasedonpositionalpower. KenBlanchard 6 7. GreatPartnerships Gates&Ballmer7 8. CompetenceandExpectations 8 9. CHROFramework KnowingyourRoleasCHRO Deloitte, 20059 10. TheCHROFrameworkFocusesonthe PrimaryExecutive RolesoftheCHRO: WorkforceStrategist Craftthebusinessstrategiesthatmakesenseinlightofglobal labor trends,availabletalentandnextgenerationleadership OrganizationalandPerformanceConductor Navigateworkstyleoptions diversity,telecommuting,jobsharing, virtualworkers Actaschangemaster,organizationstructurearchitectandinnovation coach ServiceDeliveryOwner Juggleamixofinhouseandexternalserviceproviderstoseamlessly integrateanddeliveremployeeandHRservicesasacohesivewhole ComplianceandGovernanceRegulator Inanerarockedbyscandal,CHROsworkdirectlywiththeboardof directorstoaddressmanagement,compliance,ethicsandintegrity issues. 10 11. UnderstandingtheRoleoftheCEO CEO 11 12. WhatCEOsarethinkingaboutSource: The Global Conference Board - HR Magazine January 200812 13. CEOsTop5ChallengesOverall 2007Excellenceinexecution 38.4% Sustainedandsteadytoplinegrowth36.8% Consistentexecutionofstrategybytopmanagement31.8% Profitgrowth 28.4% Findingqualifiedmanagerialtalent 27.2%2006Sustainedandsteadytoplinegrowth37.5% Profitgrowth 36.1% Consistentexecutionofstrategybytopmanagement33.4% Speed,flexibility,adaptabilitytochange33.1% Customerloyalty/retention29.4% Source:TheGlobalConferenceBoard HRMagazine January2008 13 14. CEOsTop5ChallengesOverallinthisnew EraweliveintodayDecember2008ExcellenceinExecution 48% Consistentexecutionofstrategybytopmanagement 47% Speed,flexibility,adaptabilitytochange46.7% GlobalEconomicperformance 44.6% Financialriskincludingliquidity,volatility&creditrisk43.8%Source:TheGlobalConferenceBoard2008FinancialCrisisEdition 14 15. WhatCEOsareThinkingAboutExcellenceinExecution 15 16. WhatCEOsareThinkingAboutConsistentExecutionof StrategybyTopManagement 16 17. WhatCEOsareThinkingAbout Speed,Flexibility,Adaptabilitytochange 17 18. WhatareCEOSthinkingaboutGlobalEconomicPerformance18 19. WhatCEOsareThinkingAboutFinancialRisk,VolatilityandCreditRisk 19 20. Hospital&HealthcareSystemCEOs Atotalof52CEOstookthesurvey SurveywasconductedinDecemberof2008 AllwereCEOsofahospitaland/orahospitalsystem Onaverage,eachCEOisresponsiblefor4.5hospitals Onaverage,eachCEOoperates734staffedbeds Theirhospitalswerelocatedin23differentstates2009 Institute of Healthcare ExecutivesCEO Survey 20 21. Howmuch,ifany,haveyoucutyour hospital/system2009capitalbudgets? While29%ofhospitalshaveinitiatednocapital budgetcuts,47%havecutcapitalbudgetsby>20% 21 22. Haveyouseenadecreasein volumes/procedures?Onaverage,Hospitalshaveanexperienceda2.1%slippageinpatientvolume22 23. WhatCostCuttingMeasuresareyou taking? 23 24. AreCEOsandCHROalignedonpeoplechallengesandpriorities? Source: Aligned at the Top Deloitte 200724 25. SeniorBusinessExecutivesDescribethe OverallStateofTheirOrganizations ManagementofPeopleSource: Aligned at the Top Deloitte 2007 25 26. 85%saidthatpeoplearevitaltoevery aspectoftheircompanysperformance and54%consideredextremelyvitalSource: Aligned at the Top Deloitte 2007 26 27. 60%ofbusinessexecutivesconsiderpeopleissues verysignificant orhighlysignificant to strategicdecisionmakingandexpectedtoreach 90%inthreetofiveyears.Source: Aligned at the Top Deloitte 2007 27 28. Only25%ofseniorbusinessexecutives feelHRplaysacrucialroleinthestrategy formationandoperationalsuccess Source: Aligned at the Top Deloitte 200728 29. CompetenceandExpectations 29 30. HRleadersneedtobeawareofthecriticalissues todayandhowtheyareimpactingtheirbusiness TheEconomy Theunemploymentratehasrisento9.4%,andisexpectedtoriseover10% 14.5Millionunemployed Payrollsfell345,000inMay Healthcareincreasedby24,000inMay ChangeinNationalLeadership Whatpolicychangeshaveandwilloccurandhowwillin impactyourorganization? Howwillhealthcarereformimpactyou?30 31. HRleadersneedtobeawareofthecritical issuestodayandhowtheyareimpacting theirbusiness WorkforceShortages 2010,79millionBabyBoomerswillstarttoleavethe workforce About60percentofthejobsthatmustbefillednow areoccupiedbyBabyBoomersthatwillneedtobe replaced DemandforHealthcarewillincreaseaspopulationages FindingtheBestTalent isharderthanever CompetitionfortheRightTalent31 32. TheNeedforHuman ResourcestobeStrategic andPartoftheSolutionisClear32 33. TheNeedforHumanResourcestobe StrategicandPartoftheSolutionisClear. Fivecasestudiesconductedinfirmsknowntobeleadersinthe managementofpeople,drewthreebroadconclusions: 1. ThefoundationofavalueaddedHRfunctionisabusinessstrategy thatreliesonpeople asasourceofcompetitiveadvantage andamanagementculturethatembracesthebelief;2. AvalueaddedHRfunctionwillbecharacterizedbyoperationalexcellence,afocuson clientserviceforindividualemployeesandmanagers,anddeliveryoftheseserviceatthe lowestpossiblecost;and3. AvalueaddedHRfunctionrequiresHRmanagersthatunderstandthehumancapital implicationsofbusinessproblems andcanaccessormodifytheHRsystemtosolvethose problems. Source: Conclusions on Value-Added HR - Brian Becker & Mark Huselid 33 34. Since1990s HumanResource Accomplishments Accomplishments Outcomes ImplementedSharedService ImprovedQuality Centers ReducedCosts EmployeeandManagerSelf HigherEfficiency Service IntegratedHRManagement Systems CentersofExcellenceSource : Deloitte 200734 35. Since1990s HumanResourcesDidNot AccomplishRedefinethedepartments missionorroleintheorganization35 36. HowdoITransformHR toStrategicHR?36 37. BeingtheStrategicAdvisor tothe CEOandBuildingaPartnership37 38. GreatAdvisors38 39. CEOReadiness TheCEOsexecutiveteamincludesaseniorHRexecutive AHumanResourcessectionappearsintheorganizationsstrategic plan TheCEOforwardsyourecentarticlesrelatedtoworkforcechallenges,industry bestpracticesandisintunetothepeopleissues ofthebusiness HumanResourcesisincludedinoperationalplanningandexecutivemeetings Expectsotherseniorleaderstounderstandandownthetalentimplicationsof theirbusiness UnderstandsandexpectsmorefromHRthanadministrativeandtacticalwork Seeksadviceonleadershipissuesandothertalentchallengestheorganization isfacedwith39 40. HRReadiness HRManagementTeamAssessment HRpractices,policiesandsystems HRStrategicAlignment HRCostsvsOrganizationalHRCosts NewHRcompetencies Business&FinancialAcumen HolisticapproachtoHR&TalentManagement ExecutiveAccountability 40 41. HowDoIGettheCEOsAttention? CreatetheCompellingCase Theresnothinglikethenumbers! HRDashboards BusinessCaseAnalysisandTotalROIdetails WorkforceAnalysisPlanning Vacancy&TurnoverMetrics EmployeeOpinionResults RetentionMetrics RecruitmentMetrics EngagementLevels AllHRworkneedstobeelevatedtothesamelevelasbusinessunitinvestmentanalysis 41 42. PuttheCEOtoWorkforYou!ItsYOURjobtobuildtherelationship, gaintheirtrustandconfidenceand perform,onceyoudothattheCEOwill workforyouhereshow: Doyourhomework Gettoknowhim/her Learnwhattheirhotbuttonsare good&bad Stayabovethefray UsetheCEOtherightway ProvideroutinedatadriveupdatesrelatedtoHR businessissues Offerrecommendationsandsolutionstoissues 42 43. BreakoutQuestionsAtyourtablediscuss: WhatareyoucurrentlydoingtogetyourCEOsattention/support thatworks? Whatotherthingsdoyouthinkyoucouldbedoing? Prioritizeandreportbacktogroup 43 44. InSummary Partnerships=understandingyourrole andtheroleoftheCEO KnowwhatkeepsCEOawakeatnight andwhattheirprioritiesare Understandingtheimpactsonyour organization DesignaStrategicHRfunctionto supportthesteward aswellas strategist needsoftheHRfunction LearnhowtoandwhentouseyourCEO Offersolutions 44 45. Thankyouforyourtimeand attention.Jill Schwieters45 46. PinstripespecializesinHealthcare TalentManagement. Pinstripedesigns,builds,andmanages highperforming, talentacquisitionandmanagementsolutions thathelp organizationswinthewarfortalentandcreate sustainablecompetitiveadvantage. 46 47. Thankyou. Visitusatwww.pinstripetalent.com, www.pinstripehealthcare.comorcall8777973379

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