hr’s paradox: adding value … without adding costs

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HR’s Paradox: Adding Value … Without Adding Costs. American Public Power Association Business & Financial Conference September 20, 2004. Why do companies, or their strategies, fail?. Lack of shared understanding and expectations. Our Findings. - PowerPoint PPT Presentation

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  • HRs Paradox: Adding Value Without Adding CostsAmerican Public Power Association Business & Financial ConferenceSeptember 20, 2004

  • Why do companies,or their strategies, fail?

  • Our Findings

    Lack of shared understanding and expectationsLack of clear ownership and accountabilityUnrealistic or overly ambitious expectationsOut of touch with the market and/or the businessInadequate attention to process and execution

  • F.O.C.U.S.

    F FAD FIGHTINGO - OWNERSHIPC - CORE CAPABILITIESU - UNDERSTANDING BUSINESSS - STREAMLINE PROCESSES

  • FIGHT FADS&PRIORITIZEF

  • Fight Fads & Prioritize Fight the temptations of fad surfing Too many or none at all Focus on multiple stakeholders Add clarity and rigor Measure the right things

  • Fad Surfing

  • Fight Fads & Prioritize Fight the temptations of fad surfing Too many or none at all Focus on multiple stakeholders Add clarity and rigor Measure the right things

  • Finding The Priority Zone

    Business HealthBusiness Priorities

  • Does Your Company Have

  • Noble Values

    Agility Empowerment Fun Integrity Learning Teamwork

  • Value-less

    F - FUNA - AGILITYT TEAMWORK

    L - LEARNINGI - INTEGRITYE - EMPOWERMENT

  • Could These Be Yours?

  • Fight Fads & Prioritize Fight the temptations of fad surfing Too many or none at all Focus on multiple stakeholders Add clarity and rigor Measure the right things

  • CREATING VALUE FOR MULTIPLE STAKEHOLDERS

  • Fight Fads & Prioritize Fight the temptations of fad surfing Too many or none at all Focus on multiple stakeholders Add clarity and rigor Measure the right things

  • Add Clarity and Rigor Know the essence of your business strategy Identify the top 3 business imperatives Continually ask the key questions Is this really a priority and is it achievable? How will we do it? How will we know weve succeeded? How does it map to the strategy?

  • Fight Fads & Prioritize Fight the temptations of fad surfing Too many or none at all Focus on multiple stakeholders Add clarity and rigor Measure the right things

  • Metrics

    Measure not what we can, but measure what matters!

  • HR Metrics

  • ALIGNOWNERSHIPFOR HRO

  • HR Owners The HR Team redefine HRs Job Line Managers complete people management Employees increasing self-service Service Providers increasing outsourcing

  • The HR Team

  • HR Owners The HR Team redefine HRs Job Line Managers complete people management Employees increasing self-service Service Providers increasing outsourcing

  • Line OwnershipIf a manager cant be trained to handle every kind of employee situation, then we have the wrong person in the job.

    James Despain, Division VP and GM Caterpillar Tractor Division

  • CORE CAPABILITIES

    C

  • Why Bother?

  • CAPABILITIES THAT DRIVE RESULTS

  • UNDERSTANDINGTHE BUSINESSU

  • Understanding the Business Relevant business/industry trends Key differentiators/market levers Knowing your firms value propositions Understanding financial statements

  • BUSINESS TRENDS ANALYSIS

  • Understanding the Business Relevant business/industry trends Key differentiators/market levers Knowing your firms value propositions Understanding financial statements

  • Connected to the Business

    What keeps the CEO up at night?How would they handle a 10% budget cut?What would they say about HR?

  • STREAMLINEPROCESSESS

  • Three Main AreasPerceptions about HR (ETDBW)

    HR Effectiveness and Efficiency

    B.U. Effectiveness and Efficiency Work Processes load flow

    Work Protocol procedures structures

  • R.R.A.M.M.P.O.

  • F.O.C.U.S.

    FOCUS on the top 2-3 things that impact the business and HROWNERSHIP realign responsibility and management for HR processesCORE CAPABILITIES define HRs role around strategy executionUNDERSTAND THE BUSINESS drive and measure business resultsSTREAMLINE PROCESSES help improve overall efficiency and effectiveness

  • Bill Thomas, SPHRManaging Principal866-302-9099bill@centricperformance.comwww.centricperformance.com

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