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Fools in the Jungle

Fools in the Jungle. Being an HR Business Partner in a ‘wild’ commercial world. In the Beginning…. Introducing Me. Qtab. Introducing Huntsman Advanced Materials. Power. Wind. Construction. Transportation. Flooring. Automotive. Aerospace. Industrial. Electronic. DVD. Coatings.

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Fools in the Jungle

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  1. Fools in the Jungle Being an HR Business Partner in a ‘wild’ commercial world

  2. In the Beginning…

  3. Introducing Me Qtab

  4. Introducing Huntsman Advanced Materials Power Wind Construction Transportation Flooring Automotive Aerospace Industrial Electronic DVD Coatings Energy DIY Sport

  5. HR Impact Areas Processes, Policies, Frameworks HumanCapability Culture / Engagement

  6. Meet Business & Individual Needs Individual Business • Sales / Profitability Targets • Increased Market Share • New Product Launches • Talent Attracted, Developed & Retained • Smooth/Rigorous Change Mgt • Achieve • Belong • Contribute • Develop Disciplined Behaviours & Processes Disciplined Behaviours & Processes

  7. Envision / Enable Commercially Aligned Cultural and Capability Change The End in Mind…

  8. The ‘role’ of the HR Business Partner

  9. Typical roles of HR Business Partners Accountant Inventor Doctor Salesperson Builder Architect Explorer

  10. Predictable Clarity Tame Disciplined Volatile Ambiguity Wild Unruly Zoo or Jungle?

  11. Adapt or Die…

  12. A ‘Fool’ fit for the Jungle?

  13. Serves King/Master as - Sense-Maker Truth Teller Conscience and Critic Trusted Advisor Coach Approach needed may be - Courageous - Unconventional - Forward Thinking - Shrewd / ‘Clever’ The ‘Foolish’ Approach

  14. Enhance Global Sales - Culture- Capabilities - Contribution- ‘Hunters’ (winning new business)- ‘Value Increase Value Alignment’ (service differentiation) ‘Jungle’ Case Study

  15. 1. Is the Business ‘Change-Ready’? The truth that makes men free is for the most part the truth which men prefer not to hear (Herbert Agar)

  16. Key Change Drivers If missing Clear shared Vision Capacity for change Actionable first steps + = + + “Put it off” Pressure for change Capacity for change Actionable first steps Fast start, fast fizzle out = + + + Pressure for change Clear shared Vision Actionable first steps Anxiety, frustration + + + = Pressure for change Clear shared Vision Capacity for change No focus False starts + + + =

  17. Observations on Delivering Change 5. Implement Real change must follow this sequence 4. Build Plan Check / CelebrateProgress 3. Agree to Act 2. Accept The majority of effort is needed here 1. Aware

  18. ‘Change Readiness’ Assessment Q1: How evident is the Clear Shared Vision for Hunting in AdMat overall? Q2: How evident is a Clear Shared Vision for Hunting in yourSCU in your Region? Q3: Considering your SCU in your Region, how evident is the Pressure for Change relating to Hunting? (i.e. you consistently sense/observe/see/hear we have to change the way we do business) Q4: How do you rate the Capacity to Change in your SCU and Region? (resource & capability) Q5: How clear and confident are you regarding the Actionable Steps we are taking to increase ‘Hunting’?Response Choices

  19. Results: … clearly room for improvement

  20. CON Establishing Ground Truth frontversation

  21. 2. How do you Eat an Elephant? A Mouthful at a Time!

  22. Serving as a Business Coach

  23. Goal Identify and Tackle the Barriers that impede ‘Hunting’ (‘New’ Sales Business) Hunter Barrier Assessment

  24. ‘Instant Payoff’ Coaching 3. Assess Nature of Current Barriers SELF(own capability) What is the GOAL? 1. Define Problem 2. Ideal Outcome Others Environmental / Systemic Factors 4. Brainstorm Solutions What OPTIONS for change? What is the REALITY? 5. Implement viableSolutions/Improvements WAY FORWARD?

  25. Current Barriers (Magnitude)? - Self - Others - Environmental / Systemic - Time (Lost) - Frequency - Scope Possible Solutions (‘Fly’ Factor)? Cost Benefit Simplicity Speed Spreadsheet Tool Used Result? 85 ‘barriers’/ solution ideas Global ‘Barrier Task Force’

  26. The 3 BIGGEST BARRIER issues are ‘Strategic Awareness’ (Align Selling to Strategy) ‘Simplification’ (Improve systems/processes) ‘Supply’ (Improve OTIF) Three Critical Themes Emerged

  27. Key Issues in Pictures

  28. Potential Impacts if nothing changes… on Sales Associate- ‘Hunting Focus’- Motivation- ProductivityCustomer- Reputation and Trust Results- Lower Sales ($$$)

  29. Supply - Key Barriers by Type

  30. Key to Assessing Proposed Solutions

  31. Proposals : Supply

  32. Further Focus / First Steps (80:20)

  33. AT > TT (avoid NIHS ) Dedicated ‘Task Force’ Sales Manager assigned as project co-pilot Clear criteria to assess Problems/Solutions Assessment & Choice (Relativity / Weightings) Report / Feedback style Follow up Workshops to Review Results/Agree Actions Looking Back - What Worked?

  34. GROW your Business Impact G oals R ealities O ptions W ay Forward

  35. What is a Camel? 3. How do I avoid Camel Creation? A Horse designed by a Committee

  36. All key stakeholders to think of every possible ‘nasty’ question they can that they hope nobody will ask about the Change Project (but will, of course…) Force the same stakeholders to come to a consensus on clear, comprehensive and authentic answers to address the above questions(stay on the ‘front foot’!) ‘Monsters under Bed’

  37. 4. How to develop FAB Performance?

  38. Aligned Capability and Contribution How to ensure the best chance of alignment? Contribution Demanded Competency and Capability Requirements High Performance Mediocre Performance Poor Performance

  39. FAB Performance F ully A ligned B ehaviours F requently A ligned B ehaviours High Performance

  40. Nominated Business Stakeholders identify most critical job competencies using a simple, structured approach(HR guidance/support provided) For each of the critical competency, stakeholders identified action/behaviour statements that illustrate them it in tangible and observable terms Result = the basis to assess level at which specific job criticalcompetency is captured and conveyedin very concrete terms Stage 1 – Identify Competencies critical useful lower • Achieving Valuable Results • Decision Making • Building Teams • Innovative Thinking • Initiative • Customer Focus • Xxxxx • Xxxxx • Xxxxx • Xxxxx • Xxxxx • Xxxxx • Xxxxx • Gives Regular Feedback… • Energised by Tough Challenges • Sets Clear Challenging Goals • Identifies Efficient Processes • Deals with Performance Issues • Provides Direction and Guidance • etc. etc. • etc. etc.

  41. Top 5 Competencies (Sales Manager) • Achieving Valuable Results • Decision Making • Developing Others • Customer Focus • Using Resources

  42. Achieving Valuable Results (Manager) What are key FAB performance drivers? • Gives regular feedback on progress • Provides the information people need to do their jobs and make accurate decisions • Sets clear, challenging goals • Measures performance against goals

  43. Self / ManagerAssessment(simple tool used) Concrete Conversations about competenciesand other capabilitiesvs. contribution requirements Implementation of Development Plans/Actions to both address ‘Gaps’ and leverage ‘Good to Great’ Final Outcome

  44. Four Final Factors Value Proposition Partnership Network Courageous Conviction

  45. Finally… Stay on Two Wheels! H R

  46. “That, of course, is the secret of the successful fool, that he is no fool at all.” Isaac Asimov Thank You…

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