For A SEAT AT THE TABLE

MANAGING YOUR CAREER

Survey Question1. What is THE most critical characteristic or behavior for

successful future leaders?

2. What is THE most critical characteristic or behavior for successful HR executives?

Please write your answer and forward it to the middle for collection. The results will be shared at the end as well as a recent survey of Sr. Executives (first question).

Market conditionsCorporate integrity waning

Financial Pressures from lots of direction

Corporate character challenged

Longer process for things to happen

HR viewed as a Cost Center in many organizations

Candidates expected to jump through hoops

Anything goes???

HRHR as a strategic player

Management Development

Performance Management

Hiring and Recruiting

Employee Retention

Employee Recognition

Employee Communication

Discipline and Termination

Benefits and Compensation

Policies and Procedure

HR Roles

More HR roles

It’s no wonder there is a high stress level and burnout when there are so many things to do and yet, we still want a seat at the table! How can you take on more?

HR as Caregiver: so busy taking care of everyone else, we forget to take care of ourselves.

You know what you need to do

“though the voices around you kept shouting their bad

advice”

-mary oliver “the Journey”

Your StoryCommon threads to all storiesMarket conditions continue to changeListen to our livesLearn from each other

What is a Seat at the Table?No real data on this at SHRM

Merely my opinions from research and interviewing SVPs of HR with major companies and consultants

Learn from each other

Walk away with a few ideas to help your career

What is a “Seat at the Table?”

Questions to ponder….Why do you want a seat at the table?

Are you willing to put forth the effort and commitment to earn a seat at the table?

How does your organization view the HR function?TransactionalStrategic

What challenges are you facing now where your expertise can go beyond HR?

What activities will your organization value in the future?

Defining a Seat at the TablePriest, fireman, social worker, therapist…

There is no formula

All about building credibility

Respect will have to be earned

You won’t have all of the answers

Solve and resolve a problem without putting them through all of the processes we have to go through in HR.

More Seat at the Table thoughtsIn each situation how do I add value

Compliance, Legal, Integrity, Protect organization, Why even have a policy if you’re always going to make exceptions…Policies reflect the organization, then a new financial instrument doesn’t fit…

Critical thinker and a pragmatic problem solver

TRUSTED ADVISOR

Case Study -- groups of 5-7Company ABC

Compliance issue with the SEC with Chairman/Founder/CEO and CFO – collectively some “bonehead” things.Company had a strong legacy with regulatory issues with the SEC and other bodiesFounder of the organization is Chairman/CEO a little bit of a cowboy and recklessCorporate Integrity is challenged within the organization and with shareholders

How would you work through these issues? Steps? Thoughts? Impact on the organization? Process?

Major Turnaround by SVP HRMoved quickly and decisively

Maintained Integrity of individuals

Split CEO and Chairman role for governance

Hired a new CEO

Replaced Board Members and formed a new board

Eventually replaced Chairman

Communicated throughout the organization especially once the new CEO was hired

Trusted Advisor

Did not use metrics and analytics only soft skills

Challenged by CEO -- Implementation

Dave Ulrich

HR VALUE PROPOSITION

Ulrich gets most of it right in his assumptions with the HR Value

Proposition, but perhaps or arguably misses one key ingredient or

assumption….(my opinion only for debate purposes)

HR Value Proposition

HRValue Proposition

Knowing External Business realities

Serving External

and Internal Stakeholder

Crafting HR Practices (people,

performance, information

and work

Building HR Resources

(HR Strategy and

Organization”

Ensuring HR Professionalism

(HR roles, competencies

and development)

Adapted from Ulrich (2005)

External business realitiesTechnology

Economics

Trends

Globalization

Demographics

customer

Internal StakeholdersPolitics of your organization

Customers

Investors

Managers

Employees

Crafting HR PracticesPeople

Performance

Information

Work

Building HR ResourcesHR Strategy

Organizational Strategy

Ensuring HR ProfessionalismHR Roles

Competencies

HR professional DevelopmentHow do you develop executives?What is your succession plan within HR?

What is your development plan for yourself?

Framework for change…Set the parameters with a business implication from an HR perspective

Analysis (i.e., SWOT, GAP, Interview stakeholders)

Collaborate and define the outcome

Investment and Commitment

Monitor (metrics) how are we doing?

What can you do?Examine your role within your organization.

Get out of your transactional comfort zone.

Work on and Improve the soft skills.

Understand the mission of the CEO and approach HR from a business perspective.

Target key projects and interests where you know you will make a difference with a special project.

Look for opportunities to align people, processes, mission and values for business success

Use metrics and analytics to make better decisions.

What else can you do?Get an MBA and focus on the business first and HR second.

Understand all of the departments and their challenges by working in all aspects of the organization.

(stuck in search, benefits or employee relations)

IF HR is not valued within your organization, you will need to consider changing employers to reach your destination or gain the experiences you need to grow your career.

HR Competencies

Strategic Contribution

HR Technology

Business Knowledge

HR Delivery

TRUSTED ADVISOR

What is a typical Business Approach to Value Proposition

Business Case and Value PropositionProduct

&

Service Offerings

Customer & Market

Operational Excellence

Based on model developed byTreacy & Wiersema,Harvard Business Review,Jan-Feb. 1993

Successful Business Case Components (Value Proposition)

Value Proposition Current situation

Define problem(s)

Describe implication(s)

Recommend solution(s)

Recommend Strategic Action PlanCreate roadmap/timeline

Define resource requirements

Identify “high impact” opportunities

Outline appropriate knowledge sharing approach

Define measures for success

Develop deployment plan

Secure Executive Sponsors

Parallel activities

Identify Business OpportunitiesPain Points within your organization are Business Opportunities

Analysis – conduct interviews, SWOT, GAPBrainstorm – “blue ocean” solutionsEvaluate for readiness, business value and interventionIdentify passionate stakeholdersApply critical thinking throughout the organization

Soft Skills and a Trusted Advisor will lead the way

Why do we MeasureMeasurement has the power to focus attention on desired behaviors and results.

To tie the measures that matter to the organization

Measures can provide:assessment and baseline informationlink strategy and tacticsindicators of what is important (desired behaviors and outcomes)feedback to guide changebasis for a business case

Potential areas of MeasurementFinancial

Customer

Employee

Market leadership

Innovation and learning

Retention (customer and/or employee)

Operational effectiveness

Community

Projects

Cause and EffectIf learning improves, then internal processes improve

If internal processes improve, customer value increases

If customer value increases, financial performance improves

In the final analysis, financial performance of the organization is

the ultimate evaluation of any business strategy.

“Success Simplified”

HR

Employee Company Fully Engaged

Organization

Are you practicing HR the way you want?

What skills or traits will drive HR in the future?

What skills or personal development do you need to impact your organization and grow your career?

Seat at the Table: a Trusted Advisor that focuses on the needs of the organization from a business perspective with an eye on organizational development, people, HR Strategy, Processes and compliance.

Taking Charge of Your Development

Self Awareness

Opportunities to Grow

Personal vision

Proactive stanceThe person YOU

want to be

Create a learning environment

Adapted from Morgan McCall, Jr.

Awareness begins withKnowing Your Strengths

Assessment (M-B, DISC, Hogan, Birkman, et. Al)Coach, Mentor360 Profile

Knowing Your WeaknessesExtension of your strengths?Companies may exploit strengthsCareer limiting or derailment

Recognize un- or underdeveloped areas for exploration

Purpose, Passion & Vision“You have the right to have meaningful work”(dampier)

Who are you in community?

Who are you at work?

What do you want?

What do you believe in?

What do you stand for in yourself or others?

What are your core beliefs and values?

Tombstone Test – if you were to die tomorrow how do you want to be remembered?

How do you choose to apply you talent & gifts?

Survey Answer - Intellectual AgilityCollect and gather information from different sources to provide new insights or meaning

Generate a number of solutions from simple to complex

Adapt thinking and process to different environments, perspectives and options

Work with new ideas or concepts including shifting paradigms

Maintain flexibility over time as solutions play out

Adapted and modified from RHR Int’l.

7 Keys to Career Transition1. Know your PURPOSE2. Manage your ATTITUDE3. Customize your Resume

4. Savvy Networking -Work by referral

5. PREPARE for the Interview

6. Exceptional Follow up

7. FAITH – persistence

Manage Your CareerRe-Awaken Your Passion for Work

Know when to leave

Work with a Coach or Mentor

Manage Yourself

Manage your Boss

Surviving Leadership

Closing ThoughtsSurvey response from audiences

BusinessHR

If anyone would like to participate in a group to address these career issues, please see me after the meeting or email me.

dampier Openings

OBJECTIVESDefine a “Seat at the Table”

Breakout and discuss a Case Study

Discuss the HR Value Proposition

Managing your Career for a Seat at the Table