hr presentation

Changing the “role” of HR

in support of

High Performance

Organization

Market Forces

• Shift from the industrial era to the knowledge era

creating a focus on people as the primary competitive advantage

• Companies continue to restructure, downsize,

globalize, develop alliances, acquire and sell all areas of the business, which creates

constant change for the entire organization

• Growing use of technology is changing wherewe work and the way we work

Market Forces• Shorter product life cycles also creating constant change and innovation

• Stronger focus on core business & competencies - what we do well

• Changing composition of our leaders and work force with different values, beliefs and needs:

- ageing workforce living longer- role of second income earner- entrepreneurial work place- nationalisation and globalisation- traditional work changes

Key trends• Business turbulence blurring borders and

structures needs flexibility• Growing complexity higher and changing

business demands • Tight labour market growing competition to

attract the best talent• Changing life style balancing work / life

becomes a prerequisite• Changing loyalty developing marketability

is becoming key• Work environment by providing learning

opportunities• Company image using brands to position

the company• Business success behaviour is valued higher

than degrees

So what does this mean?

High Performance Organizations will face increasing competitiveness

Changing Marketplace

New entries

Investment on:

People Intensive

* Competencies are

key to entry

* Global mindset

* Growth Market

* Seamless organizations

Consequences for Business * Product Innovation* Manufacturing and Supply Chain Management* E-business initiatives

Implications for HR * Innovation and CHANGE* Service mindset* Value Added results* New recruiting methods

HR needs to change the way we manageHR needs to change the way we manage

• Individual Market

focus by region

• Status Quo

• Vertical communication

• Success through risk

avoidance

• Remain constant

• Little change

• Global status

• “Employer of Choice”

• Constant enhancement

• Vertical & Horizontal

communication

• Success through leadership,

courage and risk taking

• Management processes are

competitive advantage

• Speed to react

Entitlement Culture - little at risk

Results Culture- we deserve what we earn

New management skills require new competencies

Commitment Commitment and Competenceand Competence

StrategicStrategic AlignmentAlignment

Organizational Organizational PerformancePerformance

Management Competencies

HR Leadership(Individual Leadership)

Entrepreneurship

Driving CHANGE

Crafting Strategy Knowing the Business

Valuing PeopleBuilding

Partnerships

Leveraging Functional ExpertisePlanning (For

Business Results)

SeasonedJudgment

Intuition and

Believing

DialogueSelf-

DirectedLearning

Corporate Values

Incre

asin

g C

om

ple

xit

y(S

cop

e,

Con

text,

Th

inkin

g)

Competency ModelCompetency Model

SeniorLeadershi

p

Creating

redefining markets

Designing adaptive strategy

Business Outcomes

Creating an adaptive culture

Developing networks of talent and capabilities

Working across organizational boundaries to

build value

Managing knowledge as

an organizational

asset

Creating value through strategic use of functional

expertise

Building sustained

business success

Make it happen !

How can HR add value to the Business Process?

By creating culture, developing teams, cohesive HR action and . . .

Why HR MattersWhy HR Matters

Create HR practice

Drives employees & management commitment

DELIVERS RESULTS

HR process and operational structure

Business Management Strategies & Goals

HR Management Objectives & Enabling Transition

HR Operations Targets & Action Planning

Organizational Planning & Effectiveness

People/Skills Sourcing

Competency Development & Realignment Performance Management & Review

Remuneration & Reward Management

Career/Succession Planning

Employee & Industrial Relations

+

+

Human Resource Transformation

STEP ONESTEP ONEPerformance Management

Administrative Excellence

PEOPLE GROWTH

BUSINESS IMPACT

HR EXCELLENCE




Succession Planning

Workforce Planning

Skills Development

STEP TWOSTEP TWO

PEOPLE GROWTH

BUSINESS IMPACT

HR EXCELLENCE




Succession Planning

Workforce Planning

Skills Development

STEP TWOSTEP TWO

Strategic Business Partner

STEP THREESTEP THREE

CHANGE Initiation/Management Strategic Labour RelationsBusiness Process FacilitationCompetency Development

Work Process Improvement

PEOPLE GROWTH

BUSINESS IMPACT

HR EXCELLENCE

HR’s BUSINESS INVOLVEMENTHR’s BUSINESS INVOLVEMENT

Strategic PlanningStrategic Planning

Process Management

Business strategy development

HR Capital allocation

Performance Management

Objective/target setting

Operational plans

Business performance reviews

HR Management

Performance appraisals and compensation

Succession planning

Management development

Functional GeographicCo-ordination

Functional policies

Sharing knowledge and best practice transferSharing business assets/activities

Shared support services

HR Processes to ApplyHR Processes to ApplyBB

UU

SS

II

NN

EE

SS

SS

SS

TT

RR

AA

TT

EE

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Performance

Management

Succession

Planning

Organizational

Planning

People Sourcing

Employee

Relations

Remuneration

Management

HIGH

PERFORMING

PPEEOOPPLL

EE

Competency

Development

HR

Strategy

Organizational learning

HR can play a leadership role in enabling organizations to meet

the competitive challenges Globalization

Profitability through growth Technology Intellectual capital

. . . but we have to CHANGE!

HR’s role IN support ofHigh Performance Driven Organisation

• Building Leadership and HR Capability strength• Performance and Results Driven Culture• Align/Simplify infrastructure and systems

THE HR ROLE MUST CHANGE FROM TO

GROW Performance auditor/

coach

– removing barriers

– process steward

– benchmark practices Team Leaderships Effectiveness -

company wide view

not funnelled

DEVELOP Human Capital Development of:

– Core processes

for business growth

– Support team

development

– HR Self-renewal

– Transfer of knowledge

– Retain talent

CONTROL Policies/procedures/

systems Salary & Benefits

Administration Unbalanced interaction

on management issues

Recruit&

Select

Train&

Develop

Manage&

Promote

Redeploy&

Exit

ADMINISTRATION SUPPORTADMINISTRATION SUPPORT

STRATEGY ORGANISATION INDIVIDUAL

ADMINISTRATION SUPPORTADMINISTRATION SUPPORT

VALUE ADDED ACTIVITIESVALUE ADDED ACTIVITIES

NON VALUE ADDED ACTIVITIESNON VALUE ADDED ACTIVITIES

Value addedValue added10%10%

Non value Non value addedadded30%30%

AdministrationAdministration60%60%

Value addedValue added70%70%

Non value Non value added 10%added 10%

AdministrationAdministration20%20% And

Beyond

60%60%

20%20%

Re-engineer Outsource Insource Self Service Multi Skill HRIS

30%30%

10%10%

Do not do!

&

See what happens

10%10%

70%70%

Raise Personal profile Build up Skills Partnership with Management Team Communicate processes Secure commitment

MORE PEOPLE WILL UNDERSTAND WHAT WE AREMORE PEOPLE WILL UNDERSTAND WHAT WE ARE

TALKING ABOUT IF YOU TELL IT TO THEM,TALKING ABOUT IF YOU TELL IT TO THEM,

CLEARLY & IN THEIR LANGUAGE, CLEARLY & IN THEIR LANGUAGE,

THE BUSINESS LANGUAGE - RESULTS DRIVENTHE BUSINESS LANGUAGE - RESULTS DRIVEN

HUMAN Values such as moral, culture, growth and job

satisfaction

PRODUCTIONValues such as efficiency, productivity and results

FINANCIAL

Revenue, profit and cost containment

TO

Senior Managers can create an era

in which HR is focused on results instead of activities

• Communicate to the organization that the human side effects business results

• Explicitly define the deliverables from HR and hold HR accountable for results

• Invest in innovative HR practices

• Upgrade HR professionals

How to transform HR Management

SHARED MIND-SET

• To what extent does our company have the right culture?

COMPETENCE

• To what extent does our company have the required HR knowledge,

skills and abilities?

CONSEQUENCE

• To what extent does our company have the appropriate HR measures,

rewards and incentives?

G0VERNANCE

• To what extent does our company have the right organisational structure,

communications systems, and policies?

CAPACITY FOR CHANGE

• To what extent does our company have the ability to improve work

processes, to CHANGE, and to learn?

HR LEADERSHIP

• To what extent does our company have the leadership to achieve its goals?

KEY SUCCESS FACTORS FOR CHANGE

• Leading CHANGE (Who is responsible?)

• Creating a shared Need (Why do it?)

• Shaping a Vision (What will it look like when we are done?)

• Mobilising/commitment (Who else needs to be involved)

• Modifying systems/structures (How will it be institutionalised?)

• Monitoring progress (How will it be measured?)

• Making it last (How will it get started and last?)

CHANGECHANGE BEGINS BY ASKING WHO, WHY, BEGINS BY ASKING WHO, WHY, WHAT AND HOW!!!WHAT AND HOW!!!

•PRIMARY OBSTACLES TO SUCCESSFUL PRIMARY OBSTACLES TO SUCCESSFUL CHANGECHANGE INCLUDE: INCLUDE:

Resistance to CHANGE

Limitations of Existing HR systems

Lack of Executive Commitment

Lack of Executive Champion

Unrealistic HR expectations

Lack of Cross-functional HR Team

Inadequate team and user skills

Management staff not involved

HR Scope too narrow

20%20% 40% 40% 60% 60% 80% 80% 100% 100%

WARNING SIGNALS TORESISTANCE TO HR CHANGE

#5

In reality HR is only focused on spending

#4

To tell you the truth, I don’t know what HR

does

#3

Everybody knows HR doesn’t know the business

#2

Fact is that HR cannot add value

#1

Research has shown that HR is incompetent

• Know the current situation

• Develop clear picture of where organization going

• Set specific goals and dates to achieve that vision get input from the people affected by the CHANGE

• Outline the transition state in detail

• Determine action to achieve the desired CHANGE

• Develop/execute plan for managing transition

To manage HR transformation To manage HR transformation wellwell

For management to support For management to support the HR transformationthe HR transformation

• Expect it will result in some personal gain

• Expect a new challenge as a result

• Believe that CHANGE makes sense and is right thing to do

• Given an opportunity to provide input to the CHANGE

• Respect the person who is championing the CHANGE

• Believe it is the right time for the CHANGE

Communicating the Communicating the TransformationTransformation

• For others to buy into CHANGE communicate vision clearly

• Use active listening skills to encourage input and show that you have heard and understood the comments and concerns raised by others

• Emphasize to employees and management that you will be available/willing to answer any questions they may have. Increase your exposure through ‘ . . . management by walking around’

Implementing Implementing HR organizational HR organizational CHANGECHANGE

• Give same information that made you decide CHANGE was necessary

• Be straightforward/honest/thorough in describing all aspects of CHANGE process, include both positive and negative implications

• Recognize that if you tell people only what they need to know, you aren’t telling them enough. Tell your employees as much as you can, as as soon as you can, including the bad news and your concerns, to prevent them from hearing it through the grapevine

• Be more available to your people• Implement formal communication procedures

Making it happen!

• Build an intricate understanding of the business

• Encourage uncompromising straight talk

• Manage from the future. ‘Be all that you can be’, this is not a destination to be reached, but a mind set to manage from

• Harness setbacks

• Promote inventive accountability

• A genuine transformational employment contract has four levels: - the traditional reward & recognition - employability

- sense of meaning in the work strong enough to generate intrinsic satisfaction

- understanding where the company is going and have some say in shaping its destiny

Making it happen!• Understand the quid pro quo. Make sure that members receive commensurate returns.

Create relentless

discomfort with

the status quo

Making it happen!

Stimulate others to accept HR improvements

• Set the expectation that people will make improvements and initiate CHANGE. Model these behaviors yourself

• Welcome and encourage improvements. Discuss good ideas people have had. Celebrate successes

• Don’t ‘shoot the messenger’ who tells you about problems. Ask for solutions

Stimulate others to accept HR improvements

• As part of performance planning, set goals for changes and improvements that employees will make

• Encourage and require measurements of work processes so that improvements can be charted and seen by others

• Help others understand both organizational and personal barriers to CHANGE

HR’s new role

• Becoming an influential CHANGE agent

• Becoming a effective business partner

• Becoming an outstanding functional resource

• Becoming an enabler and champion

Understanding the business

Ability to deliver business results

Ability to manage CHANGE and Culture

Value adding Human Resource

practices

HR’S NEW BEHAVIOUR

Personal credibility & behaviour

Here are the future competencies of HR

Spending time on matters that are most important

to

Business

An Effective Business PartnerAn Effective Business Partner

Solid understanding of goals, objectives and profit

dynamics of business

Being actively involved in Business Planning Process

Developing human resource plans that are clearly

driven off business strategy

Understanding legal/regulatory issues which impact

the business


An Outstanding Functional ResourceAn Outstanding Functional Resource

Ensures HR administrative matters are efficiently

and

expertly handled Designs high performance HR systems to support and

drive culture

Keeping abreast of new developments in the

human

resource field

An Enabler and ChampionAn Enabler and Champion


Helping employees get the resources they need to

be successful

Listening to/responds to employees so they are

assured their concerns are heard

Providing candid feedback and advice to senior

management

Develops the people skills in others


Explains changes in terms of the business

strategies

and priorities Facilitates development of good working

relationships

with other members of the business team Being diplomatic - settling differences without

damaging

relationships Keeping personal commitments and following up

An Influential Change AgentAn Influential Change Agent

Aligning HR andBusiness strategy

ExecutingHR strategy

Being an effective business partner

Organisationaldiagnosis

Building an efficientorganisation - shared services

Being an outstanding function resource

Listening and responding to needs,providing resources

Increase commitmentand competencies

Being an enabler and champion

Managing transformation,

ensuring capacityto CHANGE

Creating a dynamicand ongoing organisation -

Process Enabler

Being an influential CHANGE agent

ActivityActivity Deliverable Deliverable Outcome OutcomeRoleRole

StrategicStrategicHR Mgt.HR Mgt.

StructureStructure

Coaching &Coaching &MentoringMentoring

CultureCultureChangeChangeManagementManagement

HR ROLES DELIVERABLES AND ACTIVITIES

Success factors for implementing new HR

role

BUSINESS LEADERSHIPBUSINESS LEADERSHIP•Managing vision & purpose•Functional excellence•Dealing ambiguity•Strategic with capability•Business acumen•Financial acumen

DELIVERING VALUEDELIVERING VALUEMAKES MONEYMAKES MONEY•Innovation Management•Timely decision making•Drive for results•Customer focus

PEOPLE AND TEAMPEOPLE AND TEAMLEADERSHIPLEADERSHIP•Interpersonal effectiveness•Building effective teams•Withstands pressure•People development•Takes ownership

HUMANHUMANRESOURCERESOURCESUCCESS SUCCESS FACTORSFACTORS

SUCCESS FACTORS

DELIVERSTRATEGIES

HRLEADERSHIP

PEOPLEPEOPLEMANAGEMENTMANAGEMENT

DELIVERRESULTS

HRLEADERSHIP

PEOPLE MANAGEMENT

DELIVER PROGRAM

HRLEADERSHIP

PEOPLEMANAGEMENT

TOP:

MIDDLE:

ENTRY:

This mix of Success Factors change . . .?

Delivering value - Making MoneyDelivering value - Making Money

1. Drive for results• Demonstrating extraordinary levels of energy/effort

2. Timely Decision making• Giving a clear cut decision when they need one on one

3. Customer Focus• Making decisions based on what’s best for the customer and shareholder

4. Innovation Management• Rewarding people for trying new things rather than

punishing them for mistakes

2. Strategic Capability

1. Managing Vision and Purpose

• Communicating an exciting vision of the future for the business• Helping people understand how their jobs contribute to the overall success of the business

• Developing strategies and plans that are responsive to the long term needs of the business• Understanding the strategic implications of decisions3. Dealing with Ambiguity

• Managing change in a thoughtful & well planned rather than a reactive manner

HR LEADERSHIPHR LEADERSHIP

5. Functional Excellence

4. Business Acumen

• Understanding the critical leverage points of the business and changing industry & market conditions

• Keeping up to date with leading edge developments in your field or function

HR LEADERSHIPHR LEADERSHIP

1. Taking Ownership• Accepting responsibility for the consequences of your decisions and actions

• Consistently demonstrating high levels of integrity in your daily contacts with others

PEOPLE AND TEAM LEADERSHIPPEOPLE AND TEAM LEADERSHIP

2. People Development

• Being supportive & helpful in daily contacts with others

• Working with others to continuously improve their personal performance


3. Interpersonal Effectiveness• Establishing a climate of openness and trust

• Empowering people at lower levels to make decisions

4. Withstanding Pressure• Being willing to speak out on issues even when your view is unpopular

• Responding in a non-defensive manner when others disagree with you

5. Building Effective Teams

• Encouraging people to collaborate with others

• Conducting team meetings in a way that builds trust & mutual respect


HR PROCESSES must support . . .

Lead

ers

hip

Lead

ers

hip

Neg

oti

ati

on

Neg

oti

ati

on

Perf

. M

gt

Perf

. M

gt

Com

merc

ial

Com

merc

ial

Skills

Skills

Team

Skills

Team

Skills

Pers

on

al

Pers

on

al

Eff

ecti

ven

ess

Eff

ecti

ven

ess

Drive for results

Customer FocusTimely Decision Making

Innovative Management

Managing Vision/Purpose

Strategic Capabilities

Dealing with ambiguity

Business Acumen

Functional Excellence

Takes Ownership

People Development

Interpersonal Effectiveness

Building Effective Teams

Integrity and Values

Sets High Personal Standards

Withstands Pressure

• • • •• • • •• • • •• • • •• • •• •

•• •• • •• • • •• • • •• •• • •• •• •• • •

SUCCESS FACTORSSUCCESS FACTORS

OVERALL RATINGS SHOULD BE WORLD CLASS

HR Plans driven by Business Strategies

Behaving in a way that leads others to trust HR

Designs high performing HR processes to support and

drive business culture and performance

Keeping personal commitments and follow-up - HR Pro’s

Communicating views openly, honestly and directly

without fear

The most important HR processes are as follows:

How to RealizeHow to Realize

• Managing perfomance oriented processes

• Promoting and developing entrepreneurial behaviours

• Linking rewards to outputs and competencies

• Sourcing primarily internally and communicate results

• Tracking perceptions of high potentials

• Developing people to the best of their ability

• Walking the talk in balancing work/life

• Making people processes fair and transparent

• Emphasising individual and team contribution

HR Priorities for 2000 and beyondHR Priorities for 2000 and beyond

Business Results OrientationBusiness Results Orientation

Phase 1

HR Information Systems

Critical Success Framework/Standards

HR Accountabilities

Measurements/KPI’s Skills

HR Core competencies

Feedback/Coaching Rewards

Strengthen Performance Linkage

HR Priorities for 2000 and beyondHR Priorities for 2000 and beyondBusiness Results OrientationBusiness Results Orientation

Phase 2

Full Senior Management Commitment

First Full Year of Implementation versus Results

Audit + Improve Best PracticePhase 3

Full global coverage

Multicultural emphasis

Deepen Performance related pay

More pay at risk

HR Priorities for 2000 and beyond

HR Leadership/Capability Building

• HR Leadership Review/Profiling

• Audit/Bench strength

• Development Plans/HR Plan to deliver Strategy/Results

• HR & Business Capability Reviews

• Growth opportunity + Career management

• Value for money

HR Priorities for 2000 and beyondHR Leadership/Capability Building

Ongoing • Assessment Centres• Master skill classes• Cross boundary Value Creation projects• Improve retention• Track growth opportunities• Executive Education enhancement• Leverage skills in a seamless organisation

Focus on• Repeat & improve success . . . Celebrate!

• Target on World Class performance

• High Performance Team Development

• Joint HR & Functional learning

HR Priorities for 2000 and beyondSimplify Infrastructure/Shared Services

• Clarify HR Role/Value added• Realign all HR Services and outsource• Reshape Consultative and change agent framework• Streamline HR processes

• Simplify Salary and Benefits administration• Build success factors for HR • Upgrade HR people• Share HR Best Practices

Most important behaviour for HR in the Future

Establishing a climate of openness and trust

Being open and candid with people rather than being vague or indirect

High levels of integrity in day to day dealings

Honestly and directly confronting conflict

Take personal responsibility for decisions and actions

Establish clear performance goals and standards

HR must be committed to

PEOPLE STANDARDS

HONESTY OF FEEDBACK

TOUGHEN UP MANAGEMENT REVIEWS

DRIVE VALUES & RESULTSDRIVE VALUES & RESULTS

Key HR processes for Management Reviews

• Retention Planning

• Results & Achievement Driven

• Competency Development

The overall objective in a Results Driven Organization

MAKING MONEY

Training and DevelopmentCareer PlanningRewards and Recognition

Company objective settingProcess/Unit objective settingIndividual objective setting

Performance Review On-Going FeedbackCorrective actionsRe-setting objectives

High Performance Organizations

Processes in a Processes in a High Performance High Performance

OrganizationOrganization

RetentionPerformance Assessment

Training &Development

Growth Planning

Opportunity Planning

Potential Assessment

HR Competencies

Mission

Strategies,Core

Competencies,Values

Business Environment


Functional

Business

People

Technical/ProfessionalHR Processes

The group of competencies related to understanding and being able to achieve the business objectives in the context of the market, the competition and the political and social environment.

The group of competencies

needed to work effectively with

others.

Conceptual/ Strategic

The group of competencies needed to deliver the products or services required.


Function Manager

Team Leader

Individual Contributor

• Self• Managing tasks

• Ongoing operation• Managing processes

Business Leader

• Strategic Business Unit• Managing multiple functions

• Team• Managing through others

Behavioural Indicators

Managing the Job

•Knowing the Business

•Customer Focus

Running the Team

•Leadership

•Teambuilding

•Developing People

Running the Company

•Strategic Thinking

•Achieving Results

•Influencing and Persuading

Managing the Job

•Knowing the Business

•Customer Focus

Running the Team

•Leadership

•Teambuilding

•Developing People

Running the Company

•Strategic Thinking

•Achieving Results

•Influencing and Persuading

High Performance Success Factors

KEY TO THE ONGOING SUCCESS OF THE BUSINESS

Involvement of all levels of the management,

both line and staff & HR processes

Closely co-ordinated HR processes with strategic business plans

Progress and results achieved against current business

development objectives and future thrust & direction

ASSESSMENT OF:ASSESSMENT OF:


Assessment of short & long term HR strategiesDetermine high performance organisations resource issues

• people risks

• people opportunities

REVIEW OF:

Management strengths

Areas for improvement and growth

Opportunity planning

Development of high performance managers


KEY ORGANISATION AND MANAGEMENT ISSUESKEY ORGANISATION AND MANAGEMENT ISSUES

Summary of HR objectives and plans for business development

OBJECTIVES AND PLANS FOR COMING YEARS

Address only organizational issues that matter

Identification of significant organisation and management issues that present risk and/or opportunity for the business

Identification of people in the organization who deliver business results

HR MUST ENSURE:

Continuity

Skill Base ManagementExcellence & Best Practices

BASIC HR PLANNING

Right People

Right Place

Right People

HR ALIGNMENT TO THE HR ALIGNMENT TO THE BUSINESSBUSINESS

WHYWHY??

Aggressive Sales Plans &

Market Competition

Growing need for High Quality Management

Growing Complexity of

Jobs

HR MUST BELIEVE THAT . . .HR MUST BELIEVE THAT . . .

High Performance organisation are the cornerstone for business excellence and development

Management must take personal responsibility for developing High Performance Organizations

High Performance Organizations should be a deliberate process

Requiring absolute commitment to execution

People respond best to challenging objectives, recognition, freedom to act and contribute and opportunities to participate and grow in High Performance OrganisationWe have a new generation of managers, they are team players, who are motivated and committed to excellence

Executives, managers and supervisors recognise the company’s expectations to keep learning and developing

Managers should have a plan and communicate the process for the development of their people


On-the-job training is the most effective method of development, supported by other forms of training and education (80-10-10 rule)

A number of “cross-roads” can be utilised to make on-the-job training effective experience:

Series of timely assignments

Having a variety of “bosses” as models Early experience with adversity, risk-taking or tough problem-solving Multifunction and international exposure Well-selected outside education training


LONG-TERM MANAGEMENT REVIEW LONG-TERM MANAGEMENT REVIEW OBJECTIVESOBJECTIVES

SLDE will earn a reputation for: Superior Management

Management continuity

SLDE achieve measurable results:

85% selection of executives from our succession plan Internal management promotion rate of 90%

Carefully planned infusion of high talented people into organisation (10%) 90+% retention rate of key management

Diversity - Women in Management

What kind of HR What kind of HR leadership is leadership is

needed to manageneeded to manage

HR LEADERSHIP SKILLSHR LEADERSHIP SKILLS

Provides direction

Leads courageously

Influences others

Fosters teamwork

Motivates others

Coaches and develops others

Champion & Facilitate CHANGE

LEAD COURAGEOUSLYLEAD COURAGEOUSLY

Identify HR’s most deeply held convictions. Use those convictions to guide HR leadership

Give people the feedback they need, even when it may be difficult or unpleasant

Stand behind HR people and back their decisions

Attack problems, not people - Results and Service orientation

Prioritize, drive hard on the right HR issues

LEAD COURAGEOUSLYLEAD COURAGEOUSLY

Believe that HR has the power to make a difference, and accept the responsibility of trying Challenge others to make tough HR decisions

Be decisive - No wishy washy & soft HR decisions

Use simple, clear language when communicating

Being a HR manager is not a popularity contest, but earn respect

HR needs to be driven by HR needs to be driven by LEADERSLEADERS

• Very high aspiration and vision

• Demanding and will not accept “second best”

• Effective teambuilding at the TOP

• Ability to penetrate to micro-level

• Single-minded adherence to simple, clear success measures - not just financials

• Productive “fear” of failure

• Highly motivated, if not inspiring “can do attitude”

• Orientation around “best practices”

• Passionate defenders of core business

• Understand how HR works in its detail, what customers want and what competitors can-do and how market CHANGES


STRATEGIES & VISION

• Persuasive, occasionally pushy

• Real and effective follow through on accountability

• Aggressively learn from others who are better

• Establish a good place to work but not always comfortable

• Performance shortfalls are held accountable

• Rewarded by being part of a Winning Team


PERFORMANCE DRIVEN

• Strong sense for development of accountability and performance challenges

• Uncomplicated line of communication and approval

• Try to develop transparent structures and key business processes

• Regular top-down and bottom-up management meetings


SIMPLE STRUCTURE AND CORE COMPETENCIES

• Do many things well but at least 1 function at World-Class level

• Focus on building HR skills as the way to run the business

• View Human Capital as real competitive advantage


BASED ON WORLD-CLASS SKILLS

• Clear focus on performance through recognition and motivation, successful long-term, and developmental opportunities

• HR Leaders have “informed” view of key business contributors

• Best people/teams in most critical/demanding positions

• Bench strength is top priority


DEVELOP PEOPLE as a Priority

SIMPLICITY IS THE KEY!!!SIMPLICITY IS THE KEY!!!

COMPLEX

SIMPLE

COMPLEX SIMPLE

HRWorld

HR SYSTEMS