Getting things done, Teja Breznik Alfirev HR arena, Zagreb, 18-19.september 2012
Transcript of Getting things done, Teja Breznik Alfirev HR arena, Zagreb, 18-19.september 2012
Getting things doneBusiness Execution
Teja Breznik AlfirevS&T Slovenija d.d.
Content
New reality1
Execution Gap2
HR management...or just management3
Example 4
Why IT is important?5
Ability to implement changes FAST
Innovation for competitive advantages
Quality of services
COMPANY
External factors
Business demands
Employee satisfaction for higher profitability
Efficient cost management
Useful technology with value add
Loss of customers
Economic crises
Strong competition, saturation of the markets
Low buying power of customers
Reduction of employees Demografic and cultural changes
N E W R E A L I T Y
Pressures and demands
PRESENT FUTUREPAST
KS
FW
HA
TH
OW
Workforce CapitalEngagement and
people‘s performance
Cheap workforceConveyor
AdvertisingDevelopment of
tehnology
InnovationCustomer focus
Use of natural resources
Mass manufacturing
TehnologyMarketing
People
N E W R E A L I T Y
Yesterday – Today – Tomorrow
“A really great talent finds its happiness in execution.”
Johann Wolfgang von Goethe
EXECUTION GAP
E X E C U T I O N G A P
Why is there a gap?
WHAT AND HOW
Reasons :*Only 15% of employees were able to identify their company’s goals and priorities.
Only 19% bought into those goals and took ownership of them.
Only 49% of people’s time was spent on company goals (the rest was spent on urgent distractions).
51% of the employees didn’t understand what they were supposed to do in their own positions to accomplish the company goals.
* Harris Polling Group study
STRATEGY
RESULTS
EXECUTION
STRATEGY LEADERSHIP VISION
EMPLOYEE ACTIONS RESULTS
LEADERSHIP EXECUTION GAP
EXECUTION
E X E C U T I O N G A P
Why is there a gap?
E X E C U T I O N G A P
How to bridge the execution gap?
4 DISCIPLINES*
• Sean Covey, Jim Huling and Chris McChesney: ,The 4 Disciplines of Execution: Achieving Your Wildly Important Goals
Discipline 1 : The discipline of FOCUS
Discipline 2: The discipline of LEVERAGE
Discipline 3: The discipline of ENGAGEMENT
Discipline 4: The discipline of ACCOUNTABILITY
“The final test of a leader is that he leaves behind him in other men conviction and the will to
carry on.”
Walter Lipmman
H R M A N A G E M E N T . . . O R J U S T M A N A G E M E N T
The role of HRM
The ultimate goal of HR is a successful execution of business strategy
EMPLOYER BRANDINGEMPLOYER BRANDING
TO ATTRACT & RETAIN
TALENT AND BUILD RIGHT
ORG. CULTURE
TO ATTRACT & RETAIN
TALENT AND BUILD RIGHT
ORG. CULTURE
ENSURE LEARNING
ENVIRONMENT
ENSURE LEARNING
ENVIRONMENT
TO ASSURE CONSTANT LEARNING & ON TIME
KNOWLEDGE DEV.
TO ASSURE CONSTANT LEARNING & ON TIME
KNOWLEDGE DEV.
MASTERING TECHNOLOGYMASTERING
TECHNOLOGY
TO REDUCE TIME SPENT ON ROUTINE TASKS & TO
CREATE TRANSPARENT
ENV.
TO REDUCE TIME SPENT ON ROUTINE TASKS & TO
CREATE TRANSPARENT
ENV.
DEVELOPING LEADERSHIPDEVELOPING LEADERSHIP
TO PROVIDE APPROPRIATE TOOLS AND
ENV. TO THE LEADERS
TO PROVIDE APPROPRIATE TOOLS AND
ENV. TO THE LEADERS
“It has long since come to my attention that people of
accomplishment rarely sat back and let things happen to them. They
went out and happened to things.”
Elinor Smith
•Why do we exist?•What do we want to change?
E X A M P L E
So how it goes?
•What do we want to accomplish and when?
•How will we accomplish our goals?•How will we know at any time where we
are?
•Who, when and why should accomplish the goals?
DESIRED BEHAVIOURS/HR
STRATEGY
STRATEGY & KPI‘S
GOALS
VISION&MISSION
E X A M P L E
CASE – Vision & Mission
COMPANY: SOFTWARE COMPANY IN THE MATURE MARKET
VISION: We will become leader in the area of ebusiness in our strategic markets
MISSION: Through technology, business knowledge and in strong partnership with our customers we will amplify our customer‘s competitive advantages and extend their business
PEOPLE & HR STRATEGY
BUSINESS STRATEGY KPIs
BUSINESS STRATEGYVISION & MISSION
E X A M P L E
CASE – Business goals and strategy
WHAT
WHY
HOW
PEOPLE & HR STRATEGY
BUSINESS STRATEGY KPIs
BUSINESS STRATEGYVISION & MISSION
PEOPLE & HR STRATEGY
BUSINESS STRATEGY KPIs
BUSINESS STRATEGYVISION & MISSION
E X A M P L E
CASE – Key performance indicators
BUSINESS OBJECTIVES LEADERS IN STRATEGIC MARKET
DIVERSIFY REVENUE STREAM
PREDICTABLE PROFITABILITY
KEY SUCCESS FACTORS
CUSTOMERINTIMACY REVENUE RETENTION
RATE
CUSTOMERS WITH MORE THAN ONE BU
REVENUE
MANAGING CUSTOMERS GoToMarket
OPERATIONAL EXCELLENCE EMPLOYEE VALUE
ADDCUSTOMERS
UPTIMETIME FIXING
BUGS
E-BUSINESS SOLUTION LEADERSHIP STRATEGIC
COMPETENCIESNEW
SOLUTIONSNEW SOLUTIONS
PROFIT CONTRIBUTION
E X A M P L E
CASE – Desired behaviours / HR strategy
PEOPLE & HR STRATEGY
BUSINESS STRATEGY KPIs
BUSINESS STRATEGYVISION & MISSION
BUILD INNOVATIVE&CUSTOMER
FOCUSED ORG.CULTURE
BUILD ORG.READINESSATTRACT & RETAIN TALENT
Develop business
competencies within HR team
Outsource HR admin
DEVELOP HR COMPETENCIES IMPLEMENT PROCESSES TRANSPARENCY & OPTIMIZATION
Implement IT system
Employer branding strategy Competency
based recruting Internal&
External comm.pr.
Perfomance based comp. Implement
management by objectives
Implement competency
model
Competency based
development
Succession planning for key positions
Leadership dev.program
LEARNING & GROWTH
PERSPECTIVE
How will we sustain our ability to
improve?
INTERNAL PROCESSES
PERSPECTIVE
At what do we need to excel to fulfill
customer expectations?
CUSTOMER PERSPECTIVE
How should we appear to
customers?
FINANCIALPERSPECTIVE
What are our most important financial
outcomes?
EMPLOYEESImprove engagement
Hire TOP talents
LINE MANAGERSEnhance HR data
availabilityImprove competencies
BOARDEnhance impact HR
metrics available
CUSTOMERSAssure knowledge &
qualityStrenghten relationships
Setup HR reporting
system
CUSTOMER INTIMACY, OPERATIONAL EXCELLENCE, PRODUCT LEADERSHIP
EMPLOYEE VALUE ADD
PROFIT GROWTH
REVENUE
GROWTH
“It's not a faith in technology. It's faith in people.”
Steve Jobs
W H Y D O W E N E E D I T
Doing things right & doing the right things
LEGAL HEALTH & SAFETY PAYROLL HR ADMIN
RECRUITING PERFORMANCE MANAGEMENT
LEARNING & DEVELOPMENT COMPENSATION
HR REPORTING
HR IT SYSTEM
EMPLOYEE ENGAGEMENT MANAGEMENT
CHANGE MANAGEMENT
INNOVATION MANAGEMENT
LEADERSHIP DEVELOPMENT
W H Y D O W E N E E D I T
Doing things right & doing the right things
LEGAL HEALTH & SAFETY PAYROLL HR ADMIN
RECRUITING PERFORMANCE MANAGEMENT
LEARNING & DEVELOPMENT COMPENSATION
HR REPORTING
HR IT SYSTEM
EMPLOYEE ENGAGEMENT MANAGEMENT
CHANGE MANAGEMENT
INNOVATION MANAGEMENT
LEADERSHIP DEVELOPMENT
HR efficiency – to what extent is the HR function ‘doing things right’?
HR effectiveness – to what extent is the HR function ‘doing the right things’?
HR impact – to what extent have HR activities met strategic business needs?
“All truths are easy to understand once they are discovered; the point is to
discover them.”
Galileo Galilei
Summary
Good strategy with bad execution doesn‘t exist. Strategy without execution it's not a strategy!
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If Business Strategy does not integrate HR strategy, who is suppose to execute it?
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HR needs to be transparent, personal and analytical. This doesn't work out without IT
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No matter how good business strategy is and how excellent IT support we have, the main responsibility for business strategy execution have the leaders of the company!
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