So Northern KY SHRM HR Strategic Leadership Presentation

Document Sample
So Northern KY SHRM HR Strategic Leadership Presentation Powered By Docstoc
					 Human Resources Strategic
           Leadership -
What it is, and How to Get There

                                         Presented by:
                                  Amy Newbanks Letke, SPHR
                                        Founder & CEO
                                       Integrity HR, Inc.
 Background of Human Resources

• 1930’s-40’s

• 1950’s -60’s

• 1970’s

• 1980’s

• 2000+

What does the future hold?
Quick Quiz:
  1. Do you enjoy being a change agent?

  2. Are you a risk taker?

  3. Do you understand the business’ mission, vision,
     and values?

  4. How comfortable are you recommending business
     solutions proactively?

 To Be a Strategic HR Leader,
  we must do the following:

Embrace Change:

  1. What is it?
  2. Why do it?
  3. How to see it

     To Be a Strategic HR Leader,
      we must do the following:

                  Service, Service, Service-
                    Know our Customer:

1.    Who is our organization’s customer?
     a. Who is HR’s customer?
2.    How can HR provide what they need?
3.    How does HR know if we’re doing it right?

Knowledge is key….Learn about your industry/customer

And, by the way…
 • Make sure to say the right thing.
 • Measure the right thing.
 • Get rid of the “social worker”
 • Serve the business.
 • Add value, not activity.
 In other words, you need to be an extraordinary
 business professional, who just happens to have
 an extremely high level of expertise in HR.
  To Be a Strategic HR Leader,
   we must do the following:

Strive for Excellence:
What does excellence in HR look like?
1. Who measures this?
2. What areas do we need to develop?
3. Where & how do we get feedback? We must
    ask for feedback, even if it isn’t comfortable.
   a. Corporate, Customer, Employee Surveys
4. How will we measure excellence?
     To Be a Strategic HR Leader,
      we must do the following:
           Move from Transactional HR to Transformational HR:

1.     What is the difference?
2.     Why should I try to do this?
3.     How do I do this well?

Transformational Leader*
     “Style of leadership in which the leader identifies the needed
     change, creates a vision to guide the change through inspiration,
     and executes the change with the commitment of the members
     of the group.”


     To Be a Strategic HR Leader,
      we must do the following:
Be self-aware of strengths and areas for strengthening…

     Identify those things we’re not comfortable with, and
                        tackle them head on!

1.    Technology?
2.    New recruiting methodology?
3.    Training?
4.    Using outside expertise?

 It is not necessary to be the expert on everything! But it is critical to fill gaps
                     with resources to meet the strategic needs.

     To Be a Strategic HR Leader,
      we must do the following:

Demonstrate Leadership:

1.    Understand the Organization
     a. Business Challenges (long/short term)
     b. Needs of Business

2.    Offer suggestions/strategies
            a.   Data versus delivery

3.    Balance need for feedback with need to provide

 Creating HR Strategy &
1. Create a Strategic HR Plan for your

2. Creating Your HR Vision & Mission
– Components of
– Examples of
– Core Values

Developing HR Strategy

    Identifying itself as a strategic, the HR staff embraces the following Vision,
    Mission Statement, and Guiding Principles that tie into the overall strategic

•   Vision – Your leader and partner in creating a premier work environment.
•   Mission - Partnering with you to foster a responsive, inclusive and dynamic
    work environment that attracts, inspires and celebrates excellence in people
    to ensure the organization is successful in realizing its mission.

    Guiding Principles
•   Consistently exceed employee expectations
•   Innovative and flexible services
•   Everyone is treated with respect
•   Positive working relationships
•   Confidentiality
•   Ethical and professional standards

Developing HR Philosophy

     From a philosophical perspective, the
     categories for growth and development of
     the HR team were modeled after
     Brockbank’s Five HR Core Competencies:
1.   Strategic Mindset
2.   Trusted Advisors
3.   Effective Delivery of Traditional HR Services
4.   Deep Business Knowledge
5.   Effective Deployment of New Technology
              Creating Excellence
              Through Core Values
Example of:

•   Academic Excellence and Student Success Achieving student success through high-quality, learning-
    centered programs and services while continuously evaluating and improving student learning outcomes that
    reflect the highest academic
•   standards. This is accomplished by providing flexible educational opportunities accessible to all students,
    regardless of
•   time or place.

•   •Diversity and Inclusion Creating a community that celebrates diversity and cultural awareness while
    promoting the inclusion of all its members.

•    Innovation Developing and implementing the most emergent technologies and teaching/learning methods and
    strategies to create learning environments that are flexible and responsive to local, national, and international

•   Integrity Fostering an environment of respect, dignity, and compassion that affirms and empowers all its
    members while striving for the highest ethical standards and social responsibility.

•   •Sustainability Ensuring effective, efficient use of college resources while implementing fiscally sound practices
    and environmentally sustainable initiatives that can be modeled in collaboration with our community.

•   Lifelong Learning Promoting the educational growth and development of all individuals through a variety of
    postsecondary professional, technical, and academic programs and services.

                     Measuring It:
                    Metrics Say It All

Goal 1: Strategic Partner
A. Finalize and implement the Total Rewards Strategy (TRS) including rollout of Job Level Guides;
conducting discussions with appropriate groups; development and implementation of new policies
and procedures; alignment of new compensation structures; review of performance evaluation
tools; and training. This major initiative will take significant time and effort over the next few
months. When? 2010-11

B. Implement the new online applicant tracking and position description system. In phase II of the
implementation, introduce the performance evaluation component of the system. Provide
systematic training to all campuses and convert paper-based recruitment processes to online
documents. When? 2011

C. Expand recruitment initiatives including taskforces and planning that supports wider outreach as
well as preparing internal candidates for leadership roles. The Recruitment Taskforce will provide
valuable input into expansion of outreach particularly in terms of building pools, creating
pooled positions, and attracting diverse talent. When? 2010

 To Be a Strategic HR Leader,
  we must do the following:

Become the Trusted Advisor & Partner

1. Build Relationships
2. Be a Solution Provider – yes, have a unique
3. Say “Yes”!
4. Become a consultant
5. Follow Through
6. Follow Up

  To Be a Strategic HR Leader,
   we must do the following:
Explore Best Practices
• What opportunities exist for best practices?
• Where to benchmark our organization?
• What measurements to use?
• Where do I find it?

Sample Top Best HR Practices include:
    –   Effective Employee Development Through Superior HRIS and
        Employee Development Software Selection

    –   Reduce Administrative Time Through Effective Technology

    –   Improve Culture of “High Responsiveness” through
         implementation of effective meeting management and feedback

 Stay Current and Ahead of the Curve:
Learn and grow every day through every
              possible method
• Seek out experienced mentors on the business
  operations side.
• Attend HR conferences, meetings and
  events….like you are today
• Attended leadership and management
• Attend at least 40 hours of professional
  development and business training every year.
• Seek out people who will ask you challenging
  questions and help you grow professionally.

Dave Ulrich:
Embrace ”The Five Factors”
•   HR must understand the external world. HR professionals should have a
    solid grounding in finance, technology, economic and regulatory issues,
    the effects of globalization and workforce demographics.
•   HR must effectively serve all key stakeholders. Employees and managers
    are the traditional two – but HR must also be able to directly measure how
    they add real value to customers and investors as well.
•   HR must create the practices around people, performance management,
    information and workflows – and align these practices with the corporate
    goals -- to shape the organization’s identity.
•   HR must have a clear strategy and structure in place to deliver value to all
    stakeholders in the business.
•   HR professional must possess the right skills and competencies to ensure
    they embark on the right actions to deliver the intended value.

 To Be a Strategic HR Leader,
  we must do the following:

Build Relationships

1. Broaden your perspective
2. Speaking out when needed
3. Agree in public; disagree in private

 To Be a Strategic HR Leader,
   we must do the following:
Develop Our HR Plan:
• Model the Organization’s Plan
• Obtain input and feedback
   – Surveys
   – One-on-one
   – Past performance
• Be strategic and measurable – Run HR like the
  business it should be
• Know HR – if you don’t they’ll stop coming to you
• Have specific start and end dates
• Demonstrate value, metrics, and measure results

So, what do the experts
have to say?

Deborah Straight
VP of HR at Southwest Airlines

 • Understand your organization’s business
    – Spend time every day talking with sales,
      production, quality, customer service, and
      accounting. Make sure you know what is going
      on in that bigger world.
    – Know your customers, the cost of your
      products and services and how you are
      meeting your monthly financial goals.

Bottom Line?
• You must truly understand how the business works.

• You have to add value that no one else brings.

• You must be able to clearly measure the real impact
  you have on revenue, profitability and market share.

• You must be thinking about where the business will be
  five years out – but putting plans, process and people in
  place today that will get it there.

• You will get a seat at the table when you personally add
  so much value that leadership wouldn’t dare have a
  strategy meeting without you there --- regardless of
  what your title might be.   24
Assessment Time!
Where do you want to be?

   Are you there now?

      Take Action!

Thank You!
      Amy Newbanks Letke, SPHR, GPHR
                Integrity HR

               Specializing in:
           • Job Fit Assessments
              • HR Strategy
      • Compensation Plans/Benchmarking
          • HR Operational Reviews
                 • Search
       • Management/Leadership Training
             • HR Consultation



Shared By:
lanyuehua lanyuehua http://