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The Quick and the Dead: HR Strategies for the New SHRM 2008 Steve Miranda, SPHR, GPHR Chief Human...
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©SHRM 2008 Steve Miranda, SPHR, GPHR Chief Human Resource and Strategic Planning Officer, SHRM [email protected] The Quick and the Dead: HR Strategies for the New Millennium aka “The 7 Deadly Sins of the HR Strategist”
Transcript of The Quick and the Dead: HR Strategies for the New SHRM 2008 Steve Miranda, SPHR, GPHR Chief Human...
©SHRM 2008
Steve Miranda, SPHR, GPHR
Chief Human Resource and Strategic Planning Officer, SHRM
The Quick and the Dead:HR Strategies for the New Millennium
aka “The 7 Deadly Sins of the HR Strategist”
The Quick and the Dead
“There was an immeasurable distancebetween the quick and the dead:They did not seem to belong to the samespecies; and it was strange to think thatbut a little while before they had spokenand moved and eaten and laughed.”
W. Somerset MaughamOf Human Bondage, 1915
Pride AngerEnvy GreedGluttony SlothLust
The 7 Deadly Sins of the HR StrategistAre Not Always as Easily Identified!
While The 7 Deadly Sins for Mere Mortals are Easy to Spot:
A Quick Refresher…
Let’s Put Our Brains to Work…
Before We Start…
Cars… and Cakes…
Let’s Put Our Brains to Work…
Before We Start…
Cars…
Let’s Put Our Brains to Work…
Before We Start…
Cakes…
??
?
Let’s Put Our Brains to Work…
Before We Start…
Cars… and Cakes…
Let’s Put Our Brains to Work…
Before We Start…
Cars… and Cakes…
Let’s Put Our Brains to Work…
Before We Start…
Cars… and Cakes…
Let’s Put Our Brains to Work…
Before We Start…
Cars… and Cakes…
How Indispensable Are You / Your Organization?
The Real Question Is…
Difficulty of the Problem
# PeopleWho Know the
Solution
Danger Opportunity
“Crises”
Whether we like it or not,HR is in the “risk management” business
1 - Taking a position of advocacy…
…Without assuming accountability
2 - Forming an opinion…
…Without doing your homework
Opinion: “Diverse teams produce better results”
2 - Forming an opinion (cont.)
Performance
Nu
mb
er
Of
Team
s
Opinion: “Diverse teams produce better results”
Homework:
2 - Forming an opinion (cont.)
HeterogeneousTeams
Performance
Nu
mb
er
Of
Team
s
HomogenousTeams
3 - Understanding the business…
…A very, very small pieceof the business
3 – Understanding the Business (Cont.)
Support Organizations Shouldn’t Just Support!Sometimes, they must DRIVE the business.
Strategy must be made real:Attack Avoid Direct CompetitionDefend Stay OutCooperate Acquire
4 – Being a Change Agent
…Before Deciding WhatYou Want to “Change Into”
4 – Being a Change Agent (Cont.)
Change Management 101:
1 – DissatisfactionInternally or Externally created
2 – VisionWhat do I want to “change into?”
3 – ActionImmediate first steps
5 – Being Flexible
…When What is Needed isFramework and Rules
Why Should Global HR ProfessionalsKnow a Little Bit About Music?
5 – Being Flexible (Cont.)
6 – Thinking Strategically
…When What is Needed isCommon Sense or Facts
6 – Thinking Strategically (Cont.)Sometimes Facts are“More Important” than Strategy
1 - Most countries require their citizensto pay national tax regardless ofwhere they work
2 – All employees working in the USA areprotected by EO/AA laws
3 - Age, marital status, or the number ofchildren cannot be collected onemployment applications
4 - Severance payments are driven bymarket competitive practices
7 – Communicating, Communicating,Communicating
…When What is Needed isContext and “Conversation”
7 – Communicating, Communicating,Communicating (Cont.)
a woman without her man is useless
How Does the Following Statement Make You Feel?
7 – Communicating, Communicating,Communicating (Cont.)
a woman - without her - man is useless
How Does the Following Statement Make You Feel?
8a – Believing that HR is Simple
…When HR is Hard!
8b – Believing that HR is Hard
…When HR is Simple!
©SHRM 2008
Steve Miranda, SPHR, GPHR
Chief Human Resource and Strategic Planning Officer, SHRM
The Quick and the Dead:HR Strategies for the New Millenniumaka “The 7 Deadly Sins of the HR Strategist”
