CTPartners - Why HR Matters

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  1. 1. Tim Huval, Senior Vice President, Chief Human Resources Officer, Humana Inc.WELCOMING REMARKS This ties back to building a culture Why HR Matters: The Fourth Annual Board of Directors Human CapitalInstitute was convened in New York City on Friday, September 12, 2014 byglobal executive search firm CTPartners.that is based on core values. Corevalues give you a foundation whichallows you to focus less on rulesand procedures, and more onfollowing the values ofthe organization. The daylong event offered an insightful and timely examination of the role, relevance, andimpact of HR leadership, with a special focus on the essential relationship between CHROsand CEOs. Brian M. Sullivan, CEO of CTPartners, kicked off the event with a warm welcome to all participants,emphasizing how pleased and proud he was to be hosting the Institute for the fourth time. Mr. Sullivan noted, Each year, its our goal to create meaningfuldialogue, healthy debate, even some controversy. But theunderlying goal is to do our part to help drive conversation aboutwhat makes good HR and what makes effective HR involvementwith the board.Brian Sullivan He added, We will all acknowledge that HR as a profession is often under attack Wehave a group of world-class HR executives here, and a couple hundred more are outsidethis room, but there is a problem that needs to be solved. World-class HR leadersnumber in the hundreds, not the thousands, and that is a problem we need to solve. Mr. Kaplan concluded his introductory remarks by explaining this years focus on the CEO-CHROrelationship. As we thought about todays key themes, he explained, werecognized that it takes a team. You cant find a world-class CHRO who doesnt have apartner in a world-class CEO who understands the value that HR can deliver.Daniel KaplanRead the full report here
  2. 2. CATCHING UP WITH THE CORNER OFFICE:A CONVERSATION WITH BIOGENIDECS CEO AND CHROModerator: Michael Feiner, Senior Advisor,Human Capital, at Irving Place Capital, previously SVPand Chief People Officer for PepsiCos beverageoperations worldwidePanellists: Dr.George A. Scangos, CEOBiogen Idec and and Kenneth DiPietro,Biogens Executive Vice President, Human ResourcesA behind-the-scenes look at some of the challenges, strategies, andaccomplishments associated with Biogen Idecs remarkable transformation sinceCEO George A. Scangos, Ph.D., took the helm in 2010.Key Insights | On the corporate visionDr. George A. Scangos: Do great science, great medicine, and bring these to the patients asquickly as possible. We put patients at the center. Thats what drives us. Putting patients at thecenter of the culture and helping people to understand how they need to behave to achieve ourgoalsthat is what we have worked at.Dr. George A. ScangosKey Insights | On the importance of selecting the right CHRODr. George A. Scangos: It took almost a year to find someone to run human resourceswho had sufficient experience, character, and other attributes we felt we needed. But itwas better to wait and find the right person than to settle for someone who wasnt thebest.Kenneth DiPietro: When I joined, George gave me great freedom to learn. I spent a lot oftime listening and developing relationships.Kenneth DiPietroRead the full report here
  3. 3. THE CHANGING WATERS OFHR IN EUROPEKey Topics included maintaining a business and operational focus for HRpriorities, recognizing the powerful influence of straight talk and personalintegrity, and remembering that a companys performance is driven by itspeople.Moderator: Tim Kemp, London-basedPartner who leads the CTPartnersHR Practicein Europe.Panellists: Michael Kerr, Group HRDirector at Aston Martin Lagonda Ltd.,formerly holding leading HR roles at WestHam United, Intertek, Aviva and HSBC, andTony McCarthy, most recently GlobalHR Director at ENRC, previously holding topHR positions at British Airways, Royal MailGroup, and BAE Systems.Key Insights | On integrity and straight talkMichael Kerr : Effective human resources management requires integrity inthe HR function and integrity in how you project yourself as a leader. Youalso need straight talk. You need that piece of straight talk in your kit bagto help employees develop by understanding how they are perceived in thebusiness, however painful it may be.Tony McCarthyKey Insights | On people driving performanceTony McCarthy : When I began attending (Royal Mail) company meetings,I noticed they never talked about people issues. three years later, half ofevery company meeting was spent talking about people issues, thecompany was profitable, bullying and harassment issues were down, andRoyal Mail was meeting its delivery promise to customers. And this changebegan with talking with people. Left to right: Tony McCarthy, Michael Kerr, Tim KempRead the full report here
  4. 4. CATCHING UP WITH THE CORNEROFFICE: A CONVERSATION WITHTIAA-CREFS CEO AND CHROModerator: Jim Shanley, Partner, TheShanley Group, and former long-time ChiefTalent Officer at Bank of America.Panellists: Roger W. Ferguson, Jr.President and Chief Executive Officer atTIAA-CREF since 2008, and OthaSkip Spriggs, Executive VicePresident and Chief Human Resources Officerat TIAA-CREF, joining in 2012.Panel Three turned the spotlight on the successful CEO-CHRO partnership atTIAA-CREF, which has navigated a veritable wave of growth-orientedtransformation.Key Insights | ON culture and leadershipSkip Spriggs: As we continue to grow and diversify, our board is very conscious of are youmoving fast enough? and dont move too fast. Thats an important balance.Roger Ferguson: With few exceptions, the entire senior leadership team that I had when Ijoined has moved on. With that degree of change at the top, you need to think about what isconsistent. Culture is strong here. We are a mission-driven, values-driven organization.Everyone needs to Left to right: Jim Shanley, Roger Ferguson, Skip Spriggs understand what is not going to change.Key Insights | | ON the CHRO role at TIAA-CREFRoger Ferguson: When I started, we had less than 6,900 employees. By the end of this year, well have about 11,000. So, we had afairly aspirational strategy, plans for lots of changewe needed a CHRO who could lead around all that transformation.Skip Spriggs: So many elements convinced me to step into this roleThat first interview with Roger was a decision-maker. We spentvery little time talking about HR itself. We talked about the business. Roger was clear about the role he expected HR to play as aleader.Read the full report here
  5. 5. CATCHING UP WITH THE CORNER OFFICE:A CONVERSATION WITH HUMANAS CEOAND CHRODuring the tenure of the two leaders at Humana thus far, the stock price has nearlydoubled while employee engagement measures in the 91st percentile. Topics ofconversation included the value-driven and customer-centric business model,strategies for building sustainable leadership, and impactful CHRO capabilities.Moderator: Jim Shanley, Partner, TheShanley Group.Panellists: Bruce D. Broussard,President and Chief Executive OfficerHumana Inc., and Tim Huval,Humanas Senior Vice President and ChiefHuman Resources Officer.Third, I needed a person who could help me withblind spots. As a CEO, in particular, things are oftenpresented to you so that they look good on thesurface, but there might be disaster lurking in thebackground. I wanted a CHRO who could help meto see beyond that surface view, to suggest theright questions to help me dig deeper.Left to right: Jim Shanley, Bruce BroussardKey Insights | ON spider webs and sustainable leadershipBruce Broussard: We want to remove that central leader as the onlydecision-maker, and have decision-making flow to all the individuals aroundthe circle, which looks something like a spider web when you draw it.Tim Huval: The spider web of decision-making is easy to draw, but it ismuch harder to bring to life. The sustainable leadership model is somethingwe intend to stay focused on, and it will take a great deal of work.Key Insights | ON finding the right CHROBruce Broussard: I had a number of goals as I searched for a CHRO partner.First, I was looking for a person I could trust in candid conversations andwhen bouncing around ideas. Second, I wanted a person who would carryinfluence in other parts of the organization.Read the full report here
  6. 6. CATCHING UP WITH THE CORNEROFFICE: A CONVERSATION WITH VOYAFINANCIALS CEO AND CHROKey Insights | ON signing up for this journeyKevin Silva: When deciding to join Voya, I knew there was a critical point in theinterview process where it was appropriate to ask: Who is Rod? What are his valuesand how would they align with mine?Rodney Martin: I fully understood coming into this role that the capital we had wasthe capital we would have to work with. We had to change our former focus fromwhen the company was operating as a division of ING.Moderator: Joseph R. McCabe, ViceChairman with CTPartners.Panellists: Rodney O. Martin, Jr,Chairman and CEO and Executive VicePresident and Chief Human Resources OfficerKevin D. Silva, at Voya Financial, theformer American insurance unit of ING GroepNV.After a spinoff from its Dutch parent company, an IPO in 2013, and a secondarycommon stock sale just days before the CTPartners conference, the CEO-CHRO teamat Voya Financial had a great deal to talk about.Key Insights | ON building momentumLeft to right: Joseph McCabe, Rodney Martin, Kevin SilvaKevin Silva: Members of our senior team signed up for this climb one at a time. The key membersof their teams signed up one at a time. It was a steady building process. Slowly and surely thevision came through, and now we have momentum as well as the vision.Rodney Martin: One of the issues that we talk about a lot among our management team is thatcompetitors arent standing still, either. We not only have to raise peoples heads in themarketplace, but also within the industry.Kevin SilvaRead the full report here
  7. 7. SHOULD HR BE SPLIT UP?A RESPONSE AND DISCUSSIONPanellists: Richard Antoine, ,President, National Academy of HumanResources; President, AO Consulting; andformer Global HR Officer for Procter &Gamble; and CTPartners CEO Brian M.Sullivan, and CTPartnersManagingPartner and Global Head of the HumanResource Practice Daniel KaplanThe final panel of the day gathered to discuss a controversial recent article that suggestscompanies would be best served by splitting the HR function into two parts.Key Insights | On underselling the value of HR career experiencesBrian Sullivan: . The CHROs role is to be frank with the CEO and the executive team, with noother agenda than the betterment of the organization. That is not the mandate of any otherC-Suite role. I think Ram missed it entirely here.Key Insights | Closing the discussionDaniel Kaplan: Think about the meaning you projectif you say, I am not an HR leader. I am a businessleader. No CFO says, I am not a financial leader, I ama business leader. When we cut the legs out fromunder our profession in that way, we create theproblem of maintaining respect for the HR function.Key Insights | On the CEOs role in fostering effective HR within a companyRichard Antoine: Whats missing from Rams analysis are the expectations of the CEO for HR. Insome part, the ability to be a great CHRO has to come from the CEO empowering and expectingmuch of the CHRO. There is clearly a role for the CEO in building a strong CHRO partner.Left to right: Richard Antoine, Brian SullivanDaniel KaplanRead the full report here
  8. 8. TOP TAKEAWAYS FROMTHE INSTITUTEBrian Sullivan, CEO, CTPartnersThe skill sets of a top CHRO arecomplex. They are the most challengingskills to measure, and they deal with themost valuable asset of a corporationitspeople It takes a team. World-class CHROs are almost always on the team of a world-classCEO who understands the value that HR can deliver and helps make thathappen. Encourage candor. Cultivating honest and effective communications in allcorporate meetings should be a key priority. It pays to talk about it. Dramatic business transformations sometimes beginsimply by talking with employees. Consistent values matter. Especially in a rapidly changing businessenvironment, employees need to know that core corporate values are notgoing to change. Healthy companies require sustainable leadership. Encouraging broaderparticipation in decision-making builds sustainable leadership. Corporate culture must be nurturedand respected. The real culture for anyorganization is the sum of the decisions that a company makes every day. Great CHROs cultivate business knowledge. Top HR leaders develop theirteams by ensuring diverse human resources and line operations experiences.Left to right: Brian Sullivan, Richard AntoineRead the full report here
  9. 9. About CTPartnersCTPartners is a leading global executive search firm that is designed to deliver in-depth expertise, creativestrategies, and outstanding results to clients worldwide.Committed to a philosophy of partnering with its clients, CTPartners offers a proven track record in C-Suite,top executive, and board searches, as well as extensive experience in serving private equity andventure capital firms.Headquartered in New York,CTPartners has 31 offices in 18countries.Our ExpertiseCTPartners serves clients with a global organization of more than 500 professionals and employees,offering expertise in board advisory services, key leadership functions, and executive recruiting services inthe financial services, life sciences, industrial, professional services, retail and consumer, and technology,media and telecom industries.Our Track RecordCTPartners focus is straightforward: Place the right executive in the chair. Evidence of CTPartners abilityto get the job done is its 80% placement success rate and average days to placement of 149 days in 2013.CTPartners has a stick rate of 87% for the 18-month period ending on June 30, 2013.Our ApproachMethodologies used include our proprietary technology, ClientNet, a technology tool that permits clientsto access password-protected information over the Internet from any place, at any time, to check thestatus of their search engagements, and the 40-Day Audit processes, a comprehensive assessment toolthat provides formal feedback and insures search milestones are met according to plan.BEIJINGBOGOTBOSTONCARACASCHICAGOCLEVELANDCOLUMBIADUBAIFRANKFURTGENEVAHONG KONGHOUSTONLIMALONDONMELBOURNEMEXICO CITYMIAMIMOSCOWMUMBAINEW YORKPanam CITYPARISPERTHSAN FRANCISCOSANTIAGOSO PAULOSHANGHAISILICON VALLEYSINGAPORESYDNEYRead the full report here WASHINGTON DC