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HR’s Paradox: Adding Value … Without Adding Costs

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.

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HR’s Paradox: Adding Value … Without Adding Costs

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  1. HR’s Paradox: Adding Value … Without Adding Costs American Public Power Association Business & Financial Conference September 20, 2004

  2. Why do companies, or their strategies, fail?

  3. Lack of shared understanding and expectations Our Findings Lack of clear ownership and accountability Unrealistic or overly ambitious expectations Out of touch with the market and/or the business Inadequate attention to process and execution

  4. F.O.C.U.S. F – FAD FIGHTING O - OWNERSHIP C - CORE CAPABILITIES U - UNDERSTANDING BUSINESS S - STREAMLINE PROCESSES

  5. FIGHT FADS & PRIORITIZE F

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

  7. Fad Surfing

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

  9. Finding The Priority Zone Business Health Business Priorities

  10. Does Your Company Have …

  11. Agility • Empowerment • Fun • Integrity • Learning • Teamwork Noble Values

  12. Value-less F - FUN A - AGILITY T – TEAMWORK L - LEARNING I - INTEGRITY E- EMPOWERMENT

  13. Could These Be Yours?

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

  15. CREATING VALUE FOR MULTIPLE STAKEHOLDERS

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

  17. 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 we’ve succeeded? • How does it map to the strategy? Add Clarity and Rigor

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

  19. Metrics Measure not what we can, but measure what matters!

  20. HR Metrics

  21. ALIGN OWNERSHIP FOR HR O

  22. HR Owners • The HR Team – redefine “HR’s Job” • Line Managers – complete people management • Employees – increasing self-service • Service Providers – increasing outsourcing

  23. The HR Team

  24. HR Owners • The HR Team – redefine “HR’s Job” • Line Managers – complete people management • Employees – increasing self-service • Service Providers – increasing outsourcing

  25. Line Ownership “If a manager can’t 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

  26. CORE CAPABILITIES C

  27. Why Bother?

  28. CAPABILITIES THAT DRIVE RESULTS

  29. U UNDERSTANDING THE BUSINESS

  30. Relevant business/industry trends • Key differentiators/market levers • Knowing your firm’s value propositions • Understanding financial statements Understanding the Business

  31. BUSINESS TRENDS ANALYSIS

  32. Relevant business/industry trends • Key differentiators/market levers • Knowing your firm’s value propositions • Understanding financial statements Understanding the Business

  33. 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?

  34. S STREAMLINE PROCESSES

  35. Three Main Areas Perceptions about HR (ETDBW) HR Effectiveness and Efficiency B.U. Effectiveness and Efficiency • Work Processes • load • flow • Work Protocol • procedures • structures

  36. R.R.A.M.M.P.O.

  37. FOCUS – on the top 2-3 things that impact the business and HR OWNERSHIP – realign responsibility and management for HR processes CORE CAPABILITIES – define HR’s role around strategy execution UNDERSTAND THE BUSINESS – drive and measure business results STREAMLINE PROCESSES – help improve overall efficiency and effectiveness F.O.C.U.S.

  38. Bill Thomas, SPHR Managing Principal 866-302-9099 bill@centricperformance.com www.centricperformance.com

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