Culture vs Strategy: How to Beat the Competition

39
Creating a Self-Sustaining Culture CULTURE VS STRATEGY HOW TO BEAT THE COMPETITION

Transcript of Culture vs Strategy: How to Beat the Competition

Page 1: Culture vs Strategy: How to Beat the Competition

Creating a Self-Sustaining Culture

CULTURE VS STRATEGYHOW TO BEAT THE COMPETITION

2

Culture Defining

Leveraging

Changing

Strategy Developing

Aligning

Implementing

Case StudiesResources

Wrap Up

3

4

Competing on pay is a losing game

Your talent and culture are your differentiators

People take the job for money stay for culture

5

Defining

7

8

9

Leaders canrsquot be everywhere

Employees have to know the backstop

Employees make decisions like owners

10

11

12

Leveraging

DO define values in behavioral terms

DO consider the true cost of HP-LF employees

Resource The Culture Engine

14

Develop your own storieslegends

Core value -- Action -- Story

For example tell me a time someone went above and beyondhellip

15

1 Job ads (ex 1 vs 2)

2 Interviews

3 Orientation (ex GATR)

4 Onboarding

5 Performance management

6 Communications (ex 867-5309)

7 Newsletter (both)

8 All HandsTown Hall meetings

9 Social awareness

10 Events

11 Everyday actions (ex big ideas)

12 Language (ex washing the car)

Practical Examples of Culture In Action

16

Homework

Think about your own organization and what examples might apply

Who is responsible for those culture elements (touchstones)

How often do you share Why not more or less

What is the purpose What does it reinforce

17

18

Case Studies

20

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 2: Culture vs Strategy: How to Beat the Competition

2

Culture Defining

Leveraging

Changing

Strategy Developing

Aligning

Implementing

Case StudiesResources

Wrap Up

3

4

Competing on pay is a losing game

Your talent and culture are your differentiators

People take the job for money stay for culture

5

Defining

7

8

9

Leaders canrsquot be everywhere

Employees have to know the backstop

Employees make decisions like owners

10

11

12

Leveraging

DO define values in behavioral terms

DO consider the true cost of HP-LF employees

Resource The Culture Engine

14

Develop your own storieslegends

Core value -- Action -- Story

For example tell me a time someone went above and beyondhellip

15

1 Job ads (ex 1 vs 2)

2 Interviews

3 Orientation (ex GATR)

4 Onboarding

5 Performance management

6 Communications (ex 867-5309)

7 Newsletter (both)

8 All HandsTown Hall meetings

9 Social awareness

10 Events

11 Everyday actions (ex big ideas)

12 Language (ex washing the car)

Practical Examples of Culture In Action

16

Homework

Think about your own organization and what examples might apply

Who is responsible for those culture elements (touchstones)

How often do you share Why not more or less

What is the purpose What does it reinforce

17

18

Case Studies

20

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 3: Culture vs Strategy: How to Beat the Competition

Culture Defining

Leveraging

Changing

Strategy Developing

Aligning

Implementing

Case StudiesResources

Wrap Up

3

4

Competing on pay is a losing game

Your talent and culture are your differentiators

People take the job for money stay for culture

5

Defining

7

8

9

Leaders canrsquot be everywhere

Employees have to know the backstop

Employees make decisions like owners

10

11

12

Leveraging

DO define values in behavioral terms

DO consider the true cost of HP-LF employees

Resource The Culture Engine

14

Develop your own storieslegends

Core value -- Action -- Story

For example tell me a time someone went above and beyondhellip

15

1 Job ads (ex 1 vs 2)

2 Interviews

3 Orientation (ex GATR)

4 Onboarding

5 Performance management

6 Communications (ex 867-5309)

7 Newsletter (both)

8 All HandsTown Hall meetings

9 Social awareness

10 Events

11 Everyday actions (ex big ideas)

12 Language (ex washing the car)

Practical Examples of Culture In Action

16

Homework

Think about your own organization and what examples might apply

Who is responsible for those culture elements (touchstones)

How often do you share Why not more or less

What is the purpose What does it reinforce

17

18

Case Studies

20

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 4: Culture vs Strategy: How to Beat the Competition

4

Competing on pay is a losing game

Your talent and culture are your differentiators

People take the job for money stay for culture

5

Defining

7

8

9

Leaders canrsquot be everywhere

Employees have to know the backstop

Employees make decisions like owners

10

11

12

Leveraging

DO define values in behavioral terms

DO consider the true cost of HP-LF employees

Resource The Culture Engine

14

Develop your own storieslegends

Core value -- Action -- Story

For example tell me a time someone went above and beyondhellip

15

1 Job ads (ex 1 vs 2)

2 Interviews

3 Orientation (ex GATR)

4 Onboarding

5 Performance management

6 Communications (ex 867-5309)

7 Newsletter (both)

8 All HandsTown Hall meetings

9 Social awareness

10 Events

11 Everyday actions (ex big ideas)

12 Language (ex washing the car)

Practical Examples of Culture In Action

16

Homework

Think about your own organization and what examples might apply

Who is responsible for those culture elements (touchstones)

How often do you share Why not more or less

What is the purpose What does it reinforce

17

18

Case Studies

20

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 5: Culture vs Strategy: How to Beat the Competition

Competing on pay is a losing game

Your talent and culture are your differentiators

People take the job for money stay for culture

5

Defining

7

8

9

Leaders canrsquot be everywhere

Employees have to know the backstop

Employees make decisions like owners

10

11

12

Leveraging

DO define values in behavioral terms

DO consider the true cost of HP-LF employees

Resource The Culture Engine

14

Develop your own storieslegends

Core value -- Action -- Story

For example tell me a time someone went above and beyondhellip

15

1 Job ads (ex 1 vs 2)

2 Interviews

3 Orientation (ex GATR)

4 Onboarding

5 Performance management

6 Communications (ex 867-5309)

7 Newsletter (both)

8 All HandsTown Hall meetings

9 Social awareness

10 Events

11 Everyday actions (ex big ideas)

12 Language (ex washing the car)

Practical Examples of Culture In Action

16

Homework

Think about your own organization and what examples might apply

Who is responsible for those culture elements (touchstones)

How often do you share Why not more or less

What is the purpose What does it reinforce

17

18

Case Studies

20

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 6: Culture vs Strategy: How to Beat the Competition

Defining

7

8

9

Leaders canrsquot be everywhere

Employees have to know the backstop

Employees make decisions like owners

10

11

12

Leveraging

DO define values in behavioral terms

DO consider the true cost of HP-LF employees

Resource The Culture Engine

14

Develop your own storieslegends

Core value -- Action -- Story

For example tell me a time someone went above and beyondhellip

15

1 Job ads (ex 1 vs 2)

2 Interviews

3 Orientation (ex GATR)

4 Onboarding

5 Performance management

6 Communications (ex 867-5309)

7 Newsletter (both)

8 All HandsTown Hall meetings

9 Social awareness

10 Events

11 Everyday actions (ex big ideas)

12 Language (ex washing the car)

Practical Examples of Culture In Action

16

Homework

Think about your own organization and what examples might apply

Who is responsible for those culture elements (touchstones)

How often do you share Why not more or less

What is the purpose What does it reinforce

17

18

Case Studies

20

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 7: Culture vs Strategy: How to Beat the Competition

7

8

9

Leaders canrsquot be everywhere

Employees have to know the backstop

Employees make decisions like owners

10

11

12

Leveraging

DO define values in behavioral terms

DO consider the true cost of HP-LF employees

Resource The Culture Engine

14

Develop your own storieslegends

Core value -- Action -- Story

For example tell me a time someone went above and beyondhellip

15

1 Job ads (ex 1 vs 2)

2 Interviews

3 Orientation (ex GATR)

4 Onboarding

5 Performance management

6 Communications (ex 867-5309)

7 Newsletter (both)

8 All HandsTown Hall meetings

9 Social awareness

10 Events

11 Everyday actions (ex big ideas)

12 Language (ex washing the car)

Practical Examples of Culture In Action

16

Homework

Think about your own organization and what examples might apply

Who is responsible for those culture elements (touchstones)

How often do you share Why not more or less

What is the purpose What does it reinforce

17

18

Case Studies

20

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 8: Culture vs Strategy: How to Beat the Competition

8

9

Leaders canrsquot be everywhere

Employees have to know the backstop

Employees make decisions like owners

10

11

12

Leveraging

DO define values in behavioral terms

DO consider the true cost of HP-LF employees

Resource The Culture Engine

14

Develop your own storieslegends

Core value -- Action -- Story

For example tell me a time someone went above and beyondhellip

15

1 Job ads (ex 1 vs 2)

2 Interviews

3 Orientation (ex GATR)

4 Onboarding

5 Performance management

6 Communications (ex 867-5309)

7 Newsletter (both)

8 All HandsTown Hall meetings

9 Social awareness

10 Events

11 Everyday actions (ex big ideas)

12 Language (ex washing the car)

Practical Examples of Culture In Action

16

Homework

Think about your own organization and what examples might apply

Who is responsible for those culture elements (touchstones)

How often do you share Why not more or less

What is the purpose What does it reinforce

17

18

Case Studies

20

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 9: Culture vs Strategy: How to Beat the Competition

9

Leaders canrsquot be everywhere

Employees have to know the backstop

Employees make decisions like owners

10

11

12

Leveraging

DO define values in behavioral terms

DO consider the true cost of HP-LF employees

Resource The Culture Engine

14

Develop your own storieslegends

Core value -- Action -- Story

For example tell me a time someone went above and beyondhellip

15

1 Job ads (ex 1 vs 2)

2 Interviews

3 Orientation (ex GATR)

4 Onboarding

5 Performance management

6 Communications (ex 867-5309)

7 Newsletter (both)

8 All HandsTown Hall meetings

9 Social awareness

10 Events

11 Everyday actions (ex big ideas)

12 Language (ex washing the car)

Practical Examples of Culture In Action

16

Homework

Think about your own organization and what examples might apply

Who is responsible for those culture elements (touchstones)

How often do you share Why not more or less

What is the purpose What does it reinforce

17

18

Case Studies

20

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 10: Culture vs Strategy: How to Beat the Competition

Leaders canrsquot be everywhere

Employees have to know the backstop

Employees make decisions like owners

10

11

12

Leveraging

DO define values in behavioral terms

DO consider the true cost of HP-LF employees

Resource The Culture Engine

14

Develop your own storieslegends

Core value -- Action -- Story

For example tell me a time someone went above and beyondhellip

15

1 Job ads (ex 1 vs 2)

2 Interviews

3 Orientation (ex GATR)

4 Onboarding

5 Performance management

6 Communications (ex 867-5309)

7 Newsletter (both)

8 All HandsTown Hall meetings

9 Social awareness

10 Events

11 Everyday actions (ex big ideas)

12 Language (ex washing the car)

Practical Examples of Culture In Action

16

Homework

Think about your own organization and what examples might apply

Who is responsible for those culture elements (touchstones)

How often do you share Why not more or less

What is the purpose What does it reinforce

17

18

Case Studies

20

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 11: Culture vs Strategy: How to Beat the Competition

11

12

Leveraging

DO define values in behavioral terms

DO consider the true cost of HP-LF employees

Resource The Culture Engine

14

Develop your own storieslegends

Core value -- Action -- Story

For example tell me a time someone went above and beyondhellip

15

1 Job ads (ex 1 vs 2)

2 Interviews

3 Orientation (ex GATR)

4 Onboarding

5 Performance management

6 Communications (ex 867-5309)

7 Newsletter (both)

8 All HandsTown Hall meetings

9 Social awareness

10 Events

11 Everyday actions (ex big ideas)

12 Language (ex washing the car)

Practical Examples of Culture In Action

16

Homework

Think about your own organization and what examples might apply

Who is responsible for those culture elements (touchstones)

How often do you share Why not more or less

What is the purpose What does it reinforce

17

18

Case Studies

20

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 12: Culture vs Strategy: How to Beat the Competition

12

Leveraging

DO define values in behavioral terms

DO consider the true cost of HP-LF employees

Resource The Culture Engine

14

Develop your own storieslegends

Core value -- Action -- Story

For example tell me a time someone went above and beyondhellip

15

1 Job ads (ex 1 vs 2)

2 Interviews

3 Orientation (ex GATR)

4 Onboarding

5 Performance management

6 Communications (ex 867-5309)

7 Newsletter (both)

8 All HandsTown Hall meetings

9 Social awareness

10 Events

11 Everyday actions (ex big ideas)

12 Language (ex washing the car)

Practical Examples of Culture In Action

16

Homework

Think about your own organization and what examples might apply

Who is responsible for those culture elements (touchstones)

How often do you share Why not more or less

What is the purpose What does it reinforce

17

18

Case Studies

20

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 13: Culture vs Strategy: How to Beat the Competition

Leveraging

DO define values in behavioral terms

DO consider the true cost of HP-LF employees

Resource The Culture Engine

14

Develop your own storieslegends

Core value -- Action -- Story

For example tell me a time someone went above and beyondhellip

15

1 Job ads (ex 1 vs 2)

2 Interviews

3 Orientation (ex GATR)

4 Onboarding

5 Performance management

6 Communications (ex 867-5309)

7 Newsletter (both)

8 All HandsTown Hall meetings

9 Social awareness

10 Events

11 Everyday actions (ex big ideas)

12 Language (ex washing the car)

Practical Examples of Culture In Action

16

Homework

Think about your own organization and what examples might apply

Who is responsible for those culture elements (touchstones)

How often do you share Why not more or less

What is the purpose What does it reinforce

17

18

Case Studies

20

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 14: Culture vs Strategy: How to Beat the Competition

DO define values in behavioral terms

DO consider the true cost of HP-LF employees

Resource The Culture Engine

14

Develop your own storieslegends

Core value -- Action -- Story

For example tell me a time someone went above and beyondhellip

15

1 Job ads (ex 1 vs 2)

2 Interviews

3 Orientation (ex GATR)

4 Onboarding

5 Performance management

6 Communications (ex 867-5309)

7 Newsletter (both)

8 All HandsTown Hall meetings

9 Social awareness

10 Events

11 Everyday actions (ex big ideas)

12 Language (ex washing the car)

Practical Examples of Culture In Action

16

Homework

Think about your own organization and what examples might apply

Who is responsible for those culture elements (touchstones)

How often do you share Why not more or less

What is the purpose What does it reinforce

17

18

Case Studies

20

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 15: Culture vs Strategy: How to Beat the Competition

Develop your own storieslegends

Core value -- Action -- Story

For example tell me a time someone went above and beyondhellip

15

1 Job ads (ex 1 vs 2)

2 Interviews

3 Orientation (ex GATR)

4 Onboarding

5 Performance management

6 Communications (ex 867-5309)

7 Newsletter (both)

8 All HandsTown Hall meetings

9 Social awareness

10 Events

11 Everyday actions (ex big ideas)

12 Language (ex washing the car)

Practical Examples of Culture In Action

16

Homework

Think about your own organization and what examples might apply

Who is responsible for those culture elements (touchstones)

How often do you share Why not more or less

What is the purpose What does it reinforce

17

18

Case Studies

20

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 16: Culture vs Strategy: How to Beat the Competition

1 Job ads (ex 1 vs 2)

2 Interviews

3 Orientation (ex GATR)

4 Onboarding

5 Performance management

6 Communications (ex 867-5309)

7 Newsletter (both)

8 All HandsTown Hall meetings

9 Social awareness

10 Events

11 Everyday actions (ex big ideas)

12 Language (ex washing the car)

Practical Examples of Culture In Action

16

Homework

Think about your own organization and what examples might apply

Who is responsible for those culture elements (touchstones)

How often do you share Why not more or less

What is the purpose What does it reinforce

17

18

Case Studies

20

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 17: Culture vs Strategy: How to Beat the Competition

Homework

Think about your own organization and what examples might apply

Who is responsible for those culture elements (touchstones)

How often do you share Why not more or less

What is the purpose What does it reinforce

17

18

Case Studies

20

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 18: Culture vs Strategy: How to Beat the Competition

18

Case Studies

20

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 19: Culture vs Strategy: How to Beat the Competition

Case Studies

20

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 20: Culture vs Strategy: How to Beat the Competition

20

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 21: Culture vs Strategy: How to Beat the Competition

21

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 22: Culture vs Strategy: How to Beat the Competition

What itrsquos all about

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 23: Culture vs Strategy: How to Beat the Competition

23

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 24: Culture vs Strategy: How to Beat the Competition

Moving from reactive to proactive takes a plan We call that your HR strategy

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

Herersquos the simplest way to define

strategy

A planned doable sequence of

actions designed to achieve a

distinct measurable goal 24

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 25: Culture vs Strategy: How to Beat the Competition

70 of HR pros want to know how to develop an HR strategy

67 want to align it with business objectives

50 want help implementing

25

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 26: Culture vs Strategy: How to Beat the Competition

26

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 27: Culture vs Strategy: How to Beat the Competition

Purpose

Plan

Actions

Measurable goals

27

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 28: Culture vs Strategy: How to Beat the Competition

It all starts with a planhellip

Example

Purpose Improving culture

Plan Focus on employee relations

Action itemshellip

28

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 29: Culture vs Strategy: How to Beat the Competition

Want examples Colleges are great at this

httpwww2kenteduhruploadhr-strategic-plan-2013pdf

httphrumichedustrategicplan

httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf

The Division of Human Resources Strategic Directions

align with Kent State Universityrsquos Strategic

Plan in support of Kent State Universityrsquos Excellence

Agenda29

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 30: Culture vs Strategy: How to Beat the Competition

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

30

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 31: Culture vs Strategy: How to Beat the Competition

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 companyrsquos productservice is trying to solve for customers

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

31

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 32: Culture vs Strategy: How to Beat the Competition

This is where the plan action and goals are carried out

Tips

Stealth change management

Organizational partners

Shift from HRBP to consultative role

32

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 33: Culture vs Strategy: How to Beat the Competition

Metrics=measurement

But which ones

33

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 34: Culture vs Strategy: How to Beat the Competition

Your company recently began an initiative to improve customer service scores

What metrics data or support can you provide to help drive this business goal

34

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 35: Culture vs Strategy: How to Beat the Competition

You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss

What information can you present to sway this VPrsquos opinion

35

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 36: Culture vs Strategy: How to Beat the Competition

After more than a year of errors issues and grief 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

36

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 37: Culture vs Strategy: How to Beat the Competition

What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year

What difference would that make for the business

For planning purposes

For HRrsquos credibility

37

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 38: Culture vs Strategy: How to Beat the Competition

38

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit

Page 39: Culture vs Strategy: How to Beat the Competition

benupstarthrcom | beneubanks

Kristinaminyarddynetics | HRecruit