Landing value How can HR be more of a strategic partner to ensure its own future? 11 October 2011 Sarah Wynn, Operation

1. Landing value How can HR be more of a strategic partner to ensure its own future? 11 October 2011 Sarah Wynn, Operations Director, Badenoch & Clark Vicki Fruish, HR Recruiters’ Forum Committee Member Cathy Reilly, OD Consultant, Facilitator & Coach

2. Agenda 09:30 Welcome by Sarah Wynn Operations Director, Badenoch & Clark 09:35 Speaker introduction by Vicki Fruish HR Recruiters’ Forum Committee Member 09:45 Cathy Reilly – ‘Landing Value’ 11:00 Questions and discussion groups 12:00 Close by Sarah Wynn, Operations Director, Badenoch & Clark, followed by coffee and networking

3. “Landing Value” • What we will cover: • Use “Triangle of Insight” as a framework for learning • The notion of Value – how your clients would define “Value” • What does this mean for you personally? • Landing Value • What it means to be a Trusted Advisor to the client • Skills of the Trusted Advisor: Heron Model • 2 lenses to examine the nature of your relationships • Framework for a conversation about value & the relationship

4. Style of the event: • Co-creators • We both learn through participation in inquiry groups (Outputs to be shared after this event) • Balance of Advocacy and Inquiry • Will be introduced to some models/frameworks – take-aways from the event

5. Me “in here”: “Who am I as a leader?” Awareness of style, skills, etc. “Triangle Of Insight” Me “in the team”: How I lead and build the team? Me: “out there”: How I interact & relate to others in my organisation/other stakeholders © Cathy Reilly

6. 1st Enquiry: How would (or do) your internal clients define “Value”? • Requires elements of both “pull” and “push”. • Are you able to engage clients in this kind of conversation? • Are you clear about your value proposition? • Do you have the right skills/competencies amongst the team to deliver on this? • Purpose of the table conversations: • Share thoughts/ideas and experiences (what stakeholders have actually told you and said) • Consider history – in the past “value” may have looked like “x” but now and in the future it needs to look like “y” • Include measures if appropriate • Output: • Hear back from each table – develop a working hypothesis that may be tested with clients.

7. 2nd Enquiry: Enhancing Value of the HRD - What does this mean for you personally? • What’s the value you personally currently bring? (current reputation) • What and how you want to be contributing in the future? (personal aspirations; • how you want to be positioned in the organization; future reputation) • What you need to do in order to get there? (more of/less of; skills that need sharpening; • Relationships that need developing; mindsets, limiting beliefs/assumptions) • Purpose of table discussion: • Opportunity for participants to pause and reflect on own reputation; skills; aspirations • Learn from others – hear the kinds of areas others are focusing on; skills they • believe to be important • Output: • As a collective, an opportunity to see if there are any themes emerging

8. “Landing” Value • Working as a Trusted Advisor • Skills: A framework for working with clients – The Heron Model • Looking at the nature of the relationship: working with the Drama Triangle • and Transactional Analysis • Getting clients to acknowledge value: reviewing work done + on-going dialogue about value

9. Traits of Trusted Advisors: • Seem to understand us, effortlessly and like us • Are consistent (we can depend on them) • Always help us to se things from fresh perspectives • Don’t try to force things on us • Help us think things through (it’s our decision) • Don’t substitute their judgment for ours • Don’t panic or get overemotional (they stay calm) • Help us think and separate our logic from our emotion • Criticize and correct us gently and lovingly • Don’t pull their punches (we can rely on them to tell us the truth) • Are in it for the long Haul (the relationship is more important than the current issue) • Give us reasoning (to help us think), not just their conclusions Source: 'The Trusted Advisor' by David Maister, Charles Green & Robert Galford

10. Give us options, increase our understanding of those options, give us their recommendations, and let us choose Challenge our assumptions (help us uncover the false assumptions we’ve been working under) Make us feel comfortable and casual personally (but they take the issues seriously) Act like a real person, not someone in a role Are reliably on our side and always seem to have our interests at heart Remember everything we ever said (without notes) Are always honourable (they don’t gossip about others, and we trust their values) Help us put our issues in context, often through the use of metaphors, stories, and anecdotes (few problems are completely unique) Have a sense of humour to diffuse (our) tension in tough situations Are smart (sometimes in ways we’re not) Traits of Trusted Advisors (cont): Source: 'The Trusted Advisor' by David Maister, Charles Green & Robert Galford

11. Characteristics of Successful Trusted Advisors • Have a predilection to focus on the client, rather than themselves. • Enough self-confidence to listen without pre-judging • Enough curiosity to inquire without supporting an answer • Willingness to see the client as co-equal in a joint journey • Enough ego strength to subordinate their own ego • Focus on the client as an individual, not as a person fulfilling a role • Believe that a continued focus on problem definition and resolution is more important than technical or content mastery. • Show a strong “competitive” drive aimed not at competitors, but at constantly finding new ways of being of greater service to the client. • Consistently focus on doing the next right thing, rather than on aiming for specific outcomes. Source: 'The Trusted Advisor' by David Maister, Charles Green & Robert Galford

12. Are motivated more by an internalised drive to do the right thing than by their own organisation’s rewards or dynamics. View methodologies, models, techniques and business processes as means to an end. They are useful if they work, and are to be discarded if they don’t; the test is effectiveness for this client. Believe that success in client relationships is tied to the accumulation of quality experiences. As a result, they seek out (rather than avoid) client-contact experiences, and take personal risks with clients rather than avoid them. Believe that both selling and serving are aspects of professionalism. Both are about proving to clients that you are dedicated to helping them with their issues. Believe that there is a distinction between a business life and a private life, but that both lives are very personal (i.e., human). They recognise that refined skills in dealing with other people are critical in business and in personal life; the two worlds are often more alike than they are different, and for some, they overlap to an extraordinary extent. Characteristics of Successful Trusted Advisors Source: 'The Trusted Advisor' by David Maister, Charles Green & Robert Galford

15. Rescuer Persecutor P R V Victim

17. Roundtable discussions

18. Thank you for attending www.hrrecruitersforum.com