HRBP Business Catalyst Nick Holley Director of CRF Learning - PowerPoint PPT Presentation

HRBP – Business Catalyst Nick Holley Director of CRF Learning Corporate Research Forum Tel: 020 3457 2640 Mobile: 07775 816816 E-mail: nick@nha.uk.com www.crforum.co.uk @C_R_Forum www.crforum.co.uk @C_R_Forum

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What, so what, now what? The activity that the learner physically participates in the experience An open discussion How the learner that allows the learner will take action to point of choice reflect to understand and apply the learning now what? what? reflect upon “what” to their own happened reality translate so what? Connection is made between the learner’s experience and “what” can be transferred into the workplace 3

The Strategic HR Framework PLANNING PLANNING INPUTS HR’S ROLE Team Team What are the issues? BUSINESS IMPERATIVES discussion PURPOSE planning Time to market, Costs, Sales, Customers, Quality, Innovation What needs to be fixed? Why are we here? N.B. No HR speak -these are business INTERNAL CUSTOMERS VISION issues! Who are they? What do they want? What do they get? An exciting view of the future? What do they get and don’t want? SHORT TERM VALUES PRE DAY 1 DAY 1 INTERNAL CLIMATE How we do things round here LONGER TERM What does it feel like to work here? High performance or not? WORK AM PM BREAKTHROUGH EXTERNAL ENVIRONMENT OBJECTIVE Political, Legal, Sociological, Environmental, Technological BIG PROJECTS RESOURCES AVAILABLE PRIORITIES Time, Money, People EMPLOYEE CAPABILITY What should you be good at? Numbers, Types, Skills, Demographics, Geographies Develop HR Input to Practices planning REVIEW OF RESULTS ORGANISATION ACTION process CAPABILITY How have we done against what we planned? What are the HR Solutions? Who reviews? What happens to the review? PERFORMANCE KEY PROCESS BUSINESS IMPACT IMPROVEMENT TALENT Have we made a difference? What are they? How to improve? DAY 2 DAY 2 DAY 2 CHANGE HR PERFORMANCE ORGANISATION ISSUES OPERATIONS What bits have gone well, less well Sticking points AM AM AM COMMUNICATIONS Skill shortage INDIVIDUAL PERFORMANCE A written plan & solutions. Who has, who hasn’t performed HR FUNCTION To whom? CHALLENGES LEARNING FOR FUTURE Calibre, Competence, Capacity Next time we will... Review Improvement KEY INDIVIDUALS WORK IN PROGRESS against plan plans This is what we’ll continue. This is what we can do without. IMPLEMENTATION 4

CRF’s view on HR 5

CRF’s view on HR: more relevant 6

WHAT IS HR’S (AND THEREFORE AN HRBP’S) PURPOSE? 7

WHAT IS HR’S (AND THEREFORE AN HRBP’S) PURPOSE? It’s not to do HR ‘stuff’ but to build the capability of an organisation to deliver its strategy and create sustainable value for its key stakeholders. 8

HRBP’s role 9

HRBP’s role • Contributing to strategy discussions and decision-making • Helping execute strategy • Providing ideas and challenges to management teams, thus acting as a catalyst for change • Advising them on people and organisational issues, supported by robust measurement and evaluation • Being the expert and conduit on people and organisational challenges – especially talent, performance and change • Collaborating with other parts of HR to align their work with the business and to deliver seamless service 10

How would you score yourself against each element? Contributing to strategy discussions and decision-making. Helping execute strategy. Providing ideas and challenges to management teams, thus acting as a catalyst for change. Advising them on people and organisational issues, supported by robust measurement and evaluation. Being the expert and conduit on people and organisational challenges – especially talent, performance and change. Collaborating with other parts of HR to align their work with the business and to deliver seamless service. 11

Connected to the business, focused on the biggest Do what I enjoy / good at / comfortable with / easy commercial challenges My purpose is to build the capability of an organisation to My job is to do HR deliver its strategy Have the courage to challenge as a true partner not a Being liked – so doing whatever I’m asked servant Design – planting seeds Delivering sustainable solutions Busy busy busy Focused, carving out time for strategic business critical stuff Reacting to anecdotes, noise, demands Proactive based on evidence, data analysis and judgement You can’t do that because… The implications and risks of doing that are… Take risks, embrace contradictions and drive innovation Protect the status quo change and agility World class in everything I do, benchmarking against best in Keep it simple, fit for purpose class Finding a colleague to blame Taking accountability, one HR Value is for Finance My role is to create value and this drives what I do Before I do anything I make sure the basic HR processes I am strategic I don ’ t care about the basic HR processes are delivered efficiently, simply and flexibly I love the latest thinking in HR I love what matters to my business Politics is a dirty word I am politically savvy but also have integrity Initiativitis – all things to all people Focus on fewer things that have the biggest impact 12

The context in which HR operates INPUTS BUSINESS IMPERATIVES Time to market, Costs, Sales, Customers, Quality, Innovation INTERNAL CUSTOMERS Who are they? What do they want? What do they get? What do they get and don’t want? INTERNAL CLIMATE What does it feel like to work here? High performance or not? EXTERNAL ENVIRONMENT Political, Legal, Sociological, Environmental, Technological RESOURCES AVAILABLE Time, Money, People EMPLOYEE CAPABILITY What should you be good at? Numbers, Types, Skills, Demographics, Geographies 13

Can you answer these key questions? • How does your business make money and what are its key challenges? • In one sentence what is your business strategy? • Who are your main competitors, how will you beat them? • Who are your key customers and how will you win / retain them? • What are the key financial statements, what are they for and what do they tell you? • Where can the business save money? • What is your PE ratio, how does it compare to your competitors and what drives it? • How can you and HR support these issues? 14

Laddering LADDERING What will that Conclude Strategic help you do? Why is that Explore important? What do you Request want to do? Operational How would you Respond do that? What does that Deliver involve? 15

Purposeful analytics COMMERCIAL: WHY? STEP 1 STEP 2 Frame business Build hypotheses issue ANALYTICAL: HOW? STEP 3 STEP 4 STEP 5 STEP 6 Gather Data Conduct analyses Reveal Insights Determine Recommendations STORYTELLING: SO WHAT? STEP 7 STEP 8 Get your point Implement and across evaluate Source: The power of people: Guenole, Ferrar, Fenzig 2017 Pearson education 16

PROFESSIONAL SERVICES EXAMPLE Business Issue – increase revenue Source: HR and Big Data: Nick Holley Henley Business School July 2013 17

RETAIL EXAMPLE Business Issue – increase sales Source: HR and Big Data: Nick Holley Henley Business School July 2013 18

AIRLINE EXAMPLE Business Issue: Increase operational performance Source: HR and Big Data: Nick Holley Henley Business School July 2013 19

Laddering LADDERING What will that Conclude Strategic help you do? Why is that Explore important? What do you Anticipate want to do? Operational How would you Respond do that? What does that Deliver involve? 20

To fail to plan is to plan to fail PLANNING What are the issues? What needs to be fixed? N.B. No HR speak – these are business issues! SHORT TERM LONGER TERM BREAKTHROUGH OBJECTIVE BIG PROJECTS PRIORITIES 21

The context in which HR operates I’d like HR to be more involved in strategic discussions overall. They should take on a more active role around transformation: how can we design a more effective organisation, for example? These ideas tend to be initiated in the business, but HR should be playing a greater role here. HR should be as proactive as functions like Finance and Marketing. 22

HR’s role in Strategy SUBJECT MATTER EXPERT FULL CONTRIBUTOR IMPLEMENTER FACILITATOR 23

Diagnosing Business Strategies Can you answer the 4 M.O.S.T. questions? MISSION. OBJECTIVE. STRATEGY. TACTICS. VISION. GOAL. CHOICE. PLAN. PURPOSE. AMBITION. WINNING. ACTION. Where are How will we How will we What’s the we going? know when we get there? next step? get there? 24

The Simulation • You are a member of the management team of Arrivederci Ice Creams (or an observer). • Your role has been assigned to you and you have been briefed about the situation in the company, the history and the context. • You are also aware of the other management team members - all of whom have their own agenda. • In less than 6 weeks, the team will have to present their new 5-year strategy to the board of Global Whole Foods, Arrivederci’s parent. • The meeting you are about to participate in is the first proper chance the team has had to discuss options and align around a common direction. 25