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THINK:
About basic principles that affect people
and organizations
About practices that HR professionals and
leaders can use to implement these
principles
BEHAVE:
Do little things that make a difference
FUN:
Enjoy the experience together
2006. The RBL Group. All rights reserved
Overview of trends in HR
Context
Challenge/fundamental
message
Principles/practices
2006. The RBL Group. All rights reserved
Context
Technology
Connectivity: always connected
Accessibility: no boundaries
Ambiguity: uncertain future
Industry/economic trends
Transparency: open book management
Adaptability: the need to change
Intensity: market conditions
Convergency: overlap of industries
Demographics
Mobility: movement of talent globally
Diversity: globalization of work force
Spirituality: a need for trust and values
2006. The RBL Group. All rights reserved
G
L
O
B
A
L
I
Z
A
T
I
O
N
The HR Value Proposition
Fundamental Message:
value is defined by the receiver more than the giver
Fundamental Message:
value is defined by the receiver
Fundamental Message:
value is defined by the receiver
Human
Human resources
resources
Line
Line management
management
What we do?
Actions/behaviors
What we do?
Actions/behaviors
What we want
What we want
coach
facilitate
HR
professionals
architect
deliver and do
2006. The RBL Group. All rights reserved
10
Principles
(things we know)
Practices
(things we do)
1
2
3
4
5
6
7
8
9
10
11
12
11
Principle 1:
Competitiveness is not strategy, but strategy * organization
Principle 1
So HR should:
12
Practice 1:
Facilitate strategic clarity
15 word exercise
"BULL'S EYE"
VISION
GOALS
Practice 1
ACTION
what we will do
13
Practice 1
Practice 1:
Facilitate strategic clarity
14
Practice 1
Practice 1:
Facilitate strategic clarity
15
Principle 2:
Organization is not structure, but capability
Principle 2
Talent
Collaboration
Change/speed
Accountability
Efficiency
Customer service
-Shared mindset/culture
-Learning
-Strategic clarity
-Innovation
-Leadership brand
-
So HR should:
16
Practice 2
Practice 2:
Do capability audits
CURRENT
CURRENT
STATE
STATE
FUTURE
FUTURE
STATE
STATE
STRATEGY
STRATEGY
CAPABILITY/
CAPABILITY/
ORGANIZATION
ORGANIZATION
ACTION
ACTION
RESULT
The HR Value Proposition
17
Practice 2
Practice 2:
Do capability audits
18
Principle 3:
Change is not an event, but a process
Challenge of change: Turn what we know into
what we do.
Principle 3
Envisioning: having a clear sense of where we are going and seeing small
first steps to getting there (tipping point)
Monitoring and learning: tracking the right stuff and learning from it
So HR should:
19
Practice 3:
Profile Change Disciplines
Practice 3
Very Good 10
Quality of process
Very Poor
0
Leading
change
Creating
need
Defining
direction
Engaging
stakeholders
Making
decisions
Dedicating
resources
Learning
adapting
monitoring
20
Principle 4:
Culture is not values, but a firm identity or shared mindset
PRODUCT BRAND:
Principle 4
FIRM BRAND:
identity of the firm in the mind of key
customers
(shared mindset)
So HR should:
21
Practice 4:
Create a culture change plan
What are the top three things we want to be
known for by our best customers in the future?
Practice 4
Top/down:
Top/down:
intellectual
intellectual agenda
agenda
Make identity
real
Firm
brand
Bottom/up:
Bottom/up:
behavioral
behavioral agenda
agenda
Side
Side to
to side/process
side/process agenda
agenda
22
Practice 4
Practice 4:
Create a culture change plan
23
Principle 5:
Leadership is not a person, but a brand
Evolution of leadership thinking
Brand: leadership is an identity throughout an organization
Results: leadership is about getting results in the right way
Principle 5
So HR should:
24
Principle 5:
Leadership is not a person, but a brand
Principle 5
Leadership
Brand
Leadership code
Leadership results
25
FOCUS
People
TIME
Organizational strategist
Long term/strategic
Ambitious
Value Creator
Boundary spanner
Organizational architect
Personal
Proficiency
Organizations
Personal Proficiency:
Learner
Talent manager
Communicator
Motivator
Performer
Short term/operational
Energizer
Principled
Driven
Organization executor
Knowledgeable professional
Change disciplinarian
Decision maker
Team builder
26
Practice 5:
Inspire a leadership brand
1. NEED
Compelling case
for leadership
Practice 5
2. DECLARE
6. PUBLICIZE
Ensure
reputation
Declare leadership
needed for strategic
results
Leadership
Brand
3. ASSESS
5. MEASURE
Measure impact
of investment
Assess leaders
and leadership
4. INVEST
Invest in leadership
capability
27
Practice 5
Practice 5:
Inspire a leadership brand
28
Principle 6:
Learning is not ideas, but ideas with impact
Principle 6
Individual learning:
Team learning:
teams
creativity, insight
So HR should:
29
Practice 6:
Encourage learning processes
Learning Matrix
Ideas
1
Unit
Practice 6
C
D
E
F
30
Practice 6
Practice 6:
Encourage learning processes
31
Principle 7:
Principle 7
1+1 = 1
1+1 = 3
Efficiency through:
Leverage through:
Technology
People
Facilities
Processes
Products
Customers
Services
Ideas
People
So HR should:
32
Practice 7:
Ensuring efficiency and leverage
Phase 2: Leverage
Practice 7
Phase 1: Efficiency
FOCUS: technology, people, facilities, processes
Style: bold, decisive, quick
33
Principle 8:
Customer service is not market share, but customer share
Principle 8
Customer segmentation.
Customer value.
Customer connection.
So HR should:
34
Practice 8:
Generate customer share
Practice 8
35
Practice 8
Practice 8:
Generate customer share
36
Principle 9:
Financial results are not cash, but market value (intangibles)
Principle 9
So HR should:
Do an intangibles audit
The HR Value Proposition
37
Practice 9:
Perform intangibles audit
Organizational
Capabilities
Core
Competencies
Practice 9
Compelling
Strategy
INTANGIBLE VALUE
Keeps
Promises
Convincing
approach for
continuing to create
value and
extending that
ability into the
future
Clear ability to
realize value
creation potential
and to continue
track record of
keeping promises
Internal ability to
make things
happen efficiently
and effectively now
and in the future
38
Practice 9
Practice 9:
Perform intangibles audit
39
Principle 10:
Abundance
Principle 10
So HR should:
40
Practice 10:
Creating Abundance
Practice 10
41
Practice 10:
Creating Abundance
Identity: who am I? What do I want to be
known for?
Practice 10
42
Practice 10
Practice 10:
Creating Abundance
43
Principle 11:
HR is being divided into transaction and transformation
Principle 11
Past
Present
Future
Time and
resources
Transaction
work
Work
Transformation
work
So HR should:
govern transactions more efficiently
and transformation more effectively
44
Practice 11:
HR work: first transaction, then transformation
Transformation work
Practice 11
Define roles
(corporate, centers of expertise, embedded HR)
Deliver value in each role
Deliver capabilities required to win
Transaction work
Service centers
e-HR
outsource
Actions:
build transformation team, have integrated model, start small
45
Practice 11
Practice 11:
HR work: first transaction, then transformation
46
Principle 12:
HR Professionals deliver value
Principle 12
what we do
(coach, architect, facilitate, deliver)
Roles:
who we are
(employee advocate, human capital steward,
functional expert, strategic partner, and leader)
47
Practice 12:
Become a valued contributor
Practice 12
What do I want?
What are my options?
Who do I think?
What are the key decisions I need
to make?
What are the first steps?
How will I know if I am progressing?
48
Summary
Summary for the session:
Practices
(things we do)
1 Strategic clarity
2 Organization capability
Do capability audits
3 Change disciplines
5 Leadership brand
7 Collaboration: W > P
8 Customer share
9 Intangibles
10 Abundance
12 HR professionalism
49
50
Aprendizaje y
crecimiento
Procesos Internos
Clientes
Financiera
Garantizar la
Sustentabilidad
Financiera
Impedir la entrada
de la competencia
en los segmentos de
precio medio y superior
Ser competitivo
en los costos
operacionales
Conquistar clientes
sensibles a
precios bajos
Desarrollar la imagen
de accesorio
de moda en Swatch
Garantizar alineamiento
interno
Alcanzar produccin
en masa con alta calidad
Desarrollar competencias
tcnicas