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Defining Global Human Resources Competencies A case study CO SHRM 2013 Janet L. Walsh Audra Sche

Defining Global Human Resources Competencies A case study CO SHRM 2013 Janet L. Walsh Audra Scheer. Objectives. Context and criticality of the challenge Research on HR core competencies Impact of personality Application of learning to organization HR Sales

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Defining Global Human Resources Competencies A case study CO SHRM 2013 Janet L. Walsh Audra Sche

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  1. Defining Global Human Resources Competencies A case study CO SHRM 2013 Janet L. Walsh Audra Scheer

  2. Objectives • Context and criticality of the challenge • Research on HR core competencies • Impact of personality • Application of learning to organization • HR • Sales • Management

  3. Challenges for ADP • Rebranding from Payroll to HCM • Understanding HR Leaders Role in an Organization • Leveraging the Metrics that make HR a Success • Learning to speak the language of HR

  4. The Challenge for Birchtree Global • Accurately describing C-Suite HR in global MNCs-not a job description but a dynamic • Developing adult learning curriculum that ensured transfer of information • Making the content relevant and actionable for professionals

  5. Defining Global HR Is it a job? Is it a person? Is it the environment/degree? “sweet Spot”

  6. How would you define HR leadership?

  7. HR leadership stakeholder perspectives

  8. Core Competencies

  9. Key Findings-Strategy • Three levels of Global HR Management-MNCs, larger, smaller • HR leadership is not just provided by HR professionals, often provided by organizational leaders, supply chain members, technical specialists, educators, MOOCs, PPOs • Most effective HR leaders in large MNCs create business strategy and manage HR interface • Global business perspective was universal in all size firms • Perspective of HR from other professionals • CEO/C-Suite, managers, employees • Vendors • Educators

  10. Key Findings-Financial • Its all about the money and HR people are challenged by financial measures and metrics • HR responsibility for top line growth and bottom line savings is increasing • Educational profile of HR leaders is very different from CEOs and presidents • MBTI/Five Forces profiles are different • CEOs want quantitative information not qualitative information • Sales people don’t always leverage their considerable HR knowledge • HR leaders don’t always leverage sales professionals

  11. Key Findings-Tactical • Key skill sets include talent management (staffing, compensation, training) • Acquiring HR knowledge is anecdotal (personal experience) and academic (scientific analysis) • HR responsibility for risk reduction is increasing • HR responsibility for legal compliance in MNC’s is a top concern • Technology enabled functionality critical for all sizes of companies • Systems approach critical for large companies

  12. Key Findings-Applied • Understanding internal political dimension of a global HRM • Analytical thinker and action orientation is required to achieve results and keep up with colleagues in business • Internal consultant perspective/coach perspective/influencer • Ability to communicate complex information including culture and values in a global environment • Applied knowledge of personality a big assist in persuading, communicating, and sharing knowledge

  13. MNC Core Competencies Strategic-Global business management Strategic-Global business partner skills Technical-HR knowledge and expertise Technical-Legal knowledge, compliance and risk Technical-Talent management including compensation and training Financial-Cost reduction and cost optimization Applied-Political driver Applied-Analytical thinker, results, and action oriented leader Applied-Internal consultant Applied-Communicates culture, values, information Applied-Knowledge of personality

  14. Transfer of Knowledge • Internal training programs developed • Online and in-class • HR/Sales/Management leveraged • Weekly exams • Case study final • Instructors for the large MNC group were all CEOs, Presidents, CHROs • Infrastructure changes (rewards, recognition) TBD

  15. Outcomes • Internal • Training programs developed to educate sales and HR professionals • HR/sales/management training partnership • Applied sales training-trusted advisor relationships • Very high satisfaction rate for training • External • Multiple business analyst recommendations • Training magazine top internal training company • US government trusted advisor-unemployment

  16. Questions?

  17. Additional Information Janet L. Walsh Office: 01 (914) 218-3149 walsh@birchtreeglobal.com Audra Scheer Office: 01 (607) 334-2927 audra.scheer@adp.com

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