HR’s New Role Becoming a Strategic Business Partner For the fastest changing city in the history of mankind - Dubai

1. HR’s New Role Becoming a Strategic Business PartnerFor the fastest changing city in the history of mankind - Dubai Dubai HR Forum (November 2005) Steel Authority of India (December 2005)

2. Presentation adapted with permission from Dr. William Passmore, Mercer Delta Consulting These slides are the foundational structure of a book in process to be published by Wiley/Jossey Bass. Roland Sullivan is the OD Consulting editor. To be further developed with Dr. Udai Parekh, who brought OD, HRD, and the application of the applied behavioral sciences to personal and organizational change in India. About this Presentation

3. Core Beliefs “More change will occur during the remainder of our lives than since the beginning of civilization. Lead the change before the change leads you.” - Roland Sullivan (1977) Integrating economic and human realities in the transformation of corporations by utilizing philosophy and behavioral science

4. Definition of OD for the Middle East Introductory Activities HR Transformation and the Evolution of the HR Business Partner Concept What It Takes to Be An Effective HR Business Partner Using Diagnosis to Transform Relationships and Opportunities Staying Focused on Issues that Matter to the Business Delivering Changes That Make a Real Difference Next Steps Your Questions Overview

5. “Organization Development is a transformative leap to the desired vision where strategies and systems align in the light of local culture with an innovative and authentic leadership style with the support of high-tech tools.” (1st OD Conference of the Middle East in Dubai, May 2005) A Definition of Organization Development for the Middle East

6. Purpose: To get a sense of your impact as Human Resource professionals on core business results Activity: Divide into groups of 2s or 3s Discuss then write two points on the following question: “As an HR Manager/Executive, what do you do to enhance your company’s capacity for higher performance?” Hand the post-its over to Mubeena who will summarize the common answers Group Activity

7. HR Transformation and the Evolution of the HR Business Partner Concept

8. Substantial cost savings through the automation and outsourcing of routine transactional work and the creation of shared services More complete, accurate, and useful information management through the creation of comprehensive, all-encompassing databases and HRIS systems Enhanced accessibility and self-service through 24/7 online and call center support for routine operations Uniform policy application across locations due to centralization of decision-making in shared systems Enhanced capabilities through centers of excellence for non-routine work Freed from the routine work, a new role for HR generalists as strategic business partners The Promise of HR Transformation

9. From Personnel to Business Partner

10. Evolution of Organization Development

11. Ulrich’s Human Resource Champions (1997) • Four Roles for HR • Administrative Expert • Employee Champion • Change Agent • Strategic Partner “When HR professionals work as strategic partners, they work with line managers to institute and manage a process that creates an organization to meet business requirements.”

12. Align performance measures to strategic priorities Attract and retain high-caliber people Be the technology leader in the field Create a shared mindset Ensure trust between leaders and workers Create capacity for change Demonstrate cultural flexibility Form alliances with a variety of organizations Have a culturally diverse workforce Think and act globally Have dominant distribution channels Have committed employees Identify and develop the next generation of leaders Improve speed, cash flow, profitability, and productivity every year Innovate and learn more quickly than competitors Maintain good investor relations Manage financial management systems Take risks Work in a boundary-less way Examples of Critical CapabilitiesFrom Ulrich’s Human Resource Champions

13. What It Takes to Be an Effective HR Business Partner

14. Becoming a Strategic Business Partner • Knowledge requirements • Using assessment to transform relationships and opportunities • Staying focused on issues that matter to the business • Delivering capabilities that make a real difference

15. Business Partner Knowledge Requirements Examples Strategic • Talent planning • Talent development • Performance management • Executive succession • Executive compensation • HRIS • Shared services • Outsourcing/offshoring • International law • Acquisition assessment • Managing diversity • Whole-Systems Transformation • Executive Team transformation • Strategic alignment • Organization architecture • Globalization • Enterprise integration • Organizational learning • Cultural integration • Change leadership • Capability creation • Board relations HR Business • Quality • Productivity/lean manufacturing • Cost-reduction • Process reengineering • Supply chain management • Work redesign • Customer success • Product development • Change management • Metrics/balanced scorecard • Team effectiveness • Compensation/benefits • Recruiting • Hiring/firing • Data reporting • Performance assessment • Succession planning • Relocation • Orientation and training • Labor law • Merger integration • Policy/fair treatment Operational

16. Using Assessment to Transform Relationships and Opportunities

17. Assessment • Provides a powerful way of working with business leaders • Involves a process and a set of principles • Repeats whenever new opportunities emerge • Helps transform relationships

18. The Assessment Process Entry and PreLaunch Domain Examples Organizational Domains • Organization Architecture • Culture Change • Executive Team Performance • Leadership Development Scan Plan Act Re-Act Relationship Building

19. Data Collection and Analysis • Dialogues - centerpiece of data-collection strategy • Input from business leaders on organizational issues and concerns • Confidential, one-on-one discussions • Structured process for interviewing, recording, analyzing, and reporting interviews with business leaders • Results must feature powerful findings captured in the organization’s own words • Other Methods

20. Action Knowledge Data Collaborative Organizational Assessment What do we do? What does it mean? HR Business Partner Business Leader Information What does it say? What do we see?

21. Six Dimensions of Relationships That Enable Change Building Trust Personal Investment Advocacy Collaboration Courage Interpersonal Agility Source: Carucci and Pasmore. Relationships that Enable Enterprise Change, Jossey Bass (edited by Sullivan et al)

22. Staying Focused on Issues That Matter to the Business

23. What are the issues that matter? What’s keeping business leaders up at night? What’s the “moose on the table” regarding the future? What drives the bottom line? Changing how you spend your time and attention Not getting pulled or pushed back into the old HR box Staying Focused on Business Issues

24. Delivering Changes That Make a Real Difference

25. Informal Organization Input Output Environment System Formal Organization Strategy Work Unit Resources Individual History People Congruence Model

26. Two Key Challenges • Creating a new strategy that seizes market opportunities and makes full use of the organization’s competitive advantages • Designing an organization that supports the full and effective execution of the new strategy

27. Business Partner Career Paths Strategic HR Executive OC/OE Executive • Talent planning • Talent development • Performance management • Executive succession • Executive compensation • HRIS • Shared services • Outsourcing/offshoring • International law • Acquisition assessment • Managing diversity • Whole-Systems Transformation • Executive Team transformation • Strategic alignment • Organization architecture • Globalization • Enterprise integration • Organizational learning • Cultural integration • Change leadership • Capability creation • Board relations Strategic Business Partner HR Business • Compensation/benefits • Recruiting • Hiring/firing • Data reporting • Performance assessment • Succession planning • Relocation • Orientation and training • Labor law • Merger integration • Policy/fair treatment • Quality • Productivity/lean manufacturing • Cost reduction • Process reengineering • Supply chain management • Work redesign • Customer management • Product development • Change management • Metrics/balanced scorecard • Team effectiveness Business Partner HR Specialist OC/OE Professional HR Generalist Operational

28. Next Steps

29. Next Steps: What You Can Do • Personalize, individualize, grow with the process • Begin with conversations and assessment • Build stronger relationships • Stay focused • Measure impact of changes on business results • Commit to learning

30. We Could All Stand to Learn More About… • Developing extremely effective leaders • Creating more flexible but still high-performing organizations • Working globally, virtually, horizontally, and spontaneously • Inventing and implementing new business models in old companies • Changing cultures: making customers, values, and integrity real • Organic growth • Leveraging diversity for business results • Strategic design • China and India

31. Creating Knowledge

32. About Us Roland Sullivan r@mohd-sullivan.com Mubeena Mohd m@mohd-sullivan.com