HR STRATEGY (It’s Easier Than You Think)

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REMINDER: THIS IS A WORKSHOPWe’re going to Work. Together. Hence the term “workshop.”

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AGENDA Strategy

Developing Aligning Implementing

Case Studies/Resources Wrap Up

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BUT FIRST...

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DEFINING STRATEGYHere’s the simplest way to define strategy:

A planned, doable sequence of actions designed to achieve a distinct, measurable goal.

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DEFINING HR STRATEGY: REACTIVE TO PROACTIVE

HR planning is a process that identifies current and future HR needs for an organization to achieve its goals. HR planning should serve as a link between HR and the overall strategic plan of an organization. –Dave Ulrich

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RESEARCH70% of HR pros want to know how to develop an HR strategy

67% want to align it with business objectives

50% want help implementing

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DOES THE CEO CARE?

“Tell me how we can, not why we can’t.”

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MY GOAL

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#1: STRATEGY DEVELOPMENTPurposePlanActionsMeasurable goals

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#1: STRATEGY DEVELOPMENT It all starts with a plan…

ExamplePurpose: Improving culturePlan: Focus on employee relationsAction items: Provide manager 1:1 agendas, etc.Metrics: Employee satisfaction, performance, productivity…

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#1: STRATEGY DEVELOPMENT Want examples? http://hr.umich.edu/strategicplan/ http://humanresources.tennessee.edu/docs/HR_5yr_strategic_pla2.pdf

The Division of Human Resources Strategic Directions align with Kent State University’s StrategicPlan...

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STRATEGIC GOAL: LEADERSHIPLeadership developmentPerformance managementWorkforce planning

Action items?

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STRATEGIC GOAL: HEALTH & WELL-BEINGKeep at-risk employees healthyLeverage health benefits and plan designPartner with U-Mich healthcare system for chronic issues

Action items?

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STRATEGIC GOAL: EFFICIENCY/EFFECTIVENESSPartner with IT resources to support HR system upgradesProvide management support for workplace flexibility to improve productivity

Implement self-service, better workflows, and common definitions

Establish and report metrics to support decision-making Investigate LMS that supports enhanced knowledge transferAction items?

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STRATEGIC GOAL: CULTURE & CLIMATECreate D&I strategy with broad reach and impactDevelop a more robust engagement plan for safety and health

Communicate a “leaders at all levels” culture messageSeek out childcare support for better work/life balance

Action items?

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#2: ALIGNING WITH THE BUSINESS

If an HR pro develops a strategy without business input, does anyone care?

If a tree falls in the forest and nobody is around, does it make a sound?

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#2: ALIGNING WITH THE BUSINESS How does your organization make money? What is the biggest concern of front line supervisors? What motivates your line staff to do their jobs every day? What causes your CEO to lie awake at night? What drives the best performance for your people? What is the pain point your company’s product/service is trying to solve for customers?

What is your marketing, finance, sales, or operations VP most worried about?

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*FREE STRATEGIC HR EBOOK*

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#2 ALIGNING WITH THE BUSINESS Creating Alliances

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#3 IMPLEMENTING STRATEGYThis is where the plan, action, and goals are carried out.

Tips: Get Granular Stealth Change Management Social Network Analysis Organizational Partners Shift from HRBP to consultative role (where have we heard that?)

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MEASURING SUCCESS

Metrics=measurement

But which ones?

Forget the “top 3 metrics…”

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METRICS VS ANALYTICSWhat if, instead of measuring and reporting on last year’s turnover, you could predict turnover for the coming year?

What difference would that make for the business? For planning purposes? For HR’s credibility?

Link: HROS Case Study: OPower

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HROS CASE STUDY: OPOWER

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DEATH, TAXES, AND CHANGE

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MINI CASE STUDIESPutting your knowledge into action

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DISCUSSIONYour company recently began an initiative to improve customer service scores. In the CEO’s words, “I want everyone on board with this. Improving this metric is everyone’s job.”

What metrics, data, or support can you (HR) provide to help drive this business goal?

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DISCUSSIONYou know sales turnover is high but can’t get the VP on board to address the issues. You set up a meeting to discuss, but you know the “touchy feely” HR stuff won’t get her attention.

What information can you present to sway this VP’s opinion?

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DISCUSSIONAfter more than a year of errors, issues, and grief with the existing provider, you believe the organization would be better off by selecting a new payroll technology platform.

How do you make the pitch? What information do you use?

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ROLL THE DICE

QUESTIONS?ben@upstarthr.com | @beneubanks

*Email me for the free eBook if you’d like a copy