Developing and executing an effective HR strategy September 2011

Developing and executing an effective Human Resources strategy by Toronto Training and HR September 2011

3-4 Introduction to Toronto Training and HR 5-6 Questions to ask 7-8 Questions to answer 9-11 Organizational succession 12-13 Achieving a fit 14-16 The use of playscripts 17-18 Putting a strategy in place 19-21 High-value strategies 22-28 Typical HR strategy-public sector 29-36 Typical HR strategy-private sector 37-40 Strategy execution 41-42Implementing strategy 43-44 Drill 45-50 Case studies 51-52 Conclusion and questions Contents Page 2

Introduction to Toronto Training and HR Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 10 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: ,[object Object]

Training course delivery- Reducing costs ,[object Object]

Improving employee engagement & morale

Services for job seekers,[object Object]

Questions to ask STRESS TEST Who is your primary customer? How do your core values prioritize shareholders, employees and customers? What critical performance variables are you tracking? What strategic boundaries have you set? How are you generating creative tension? How committed are your employees to helping each other? What strategic uncertainties keep you awake at night?

Questions to answer What is our capacity building plan? What is our succession plan strategy? What is our change management model to ensure our organization is able to stay fluid and dynamic? What is our process to ensure we are using the right measures to evaluate operational efficiency, knowledge management, transfer of learning and organizational capacity? What is our organizational learning strategy?

Organizational succession

Organizational succession 1 of 2 DEFINING GLOBAL TO SPECIFIC SUCCESS BEHAVIOURS Organizational development philosophy Operational management Define each critical position with competencies Deconstruct the competencies into the behaviours and skills to help achieve the competencies defined For each competency determine the key performance behaviours Determine the standard for each key performance behaviour

Organizational succession 2 of 2 ALIGNING SUCCESSION PLANNING WITH CAREER PLANNING Conduct an operational and human capital audit Identify gaps Create a recruiting plan Devise a hiring plan On-boarding Career development path

Achieving a fit FIT TYPES Person-job fit Person-group fit Person-organization fit

The use of playscripts

The use of playscripts 1 of 2 Corporate playscript Business playscript

The use of playscripts 2 of 2 DEVELOPING YOUR PLAYSCRIPTWrite your current corporate and business playscripts Rewrite your playscript Future-proof your playscript

Putting a strategy in place

Putting a strategy in place State your intent Try again-this time in context Set your measures Define the tasks implied by your intent Define the boundaries

High-value strategies 1 of 2 WHY STRATEGIES FAIL The highest value new ideas are the least understood and least accepted Gifted, creative and strategic thinkers often poorly communicate the new paradigm When the new strategy is articulated from on high, even if it is communicated clearly, it is often proclaimed as “doctrine” without any provision for feedback

High-value strategies 2 of 2 ACHIEVING EFFECTIVE IMPLEMENTATION Clearly explain the reason why a new strategy is required, the rationale underlying the new strategy, and the perceived risks in its implementation Encourage questions and feedback Go slow to go fast Seek to understand your strategic idea before trying to implement it

Typical HR strategy-public sector

Typical HR strategy-public sector 1 of 6 YEAR ONE KEY ELEMENTSCommunication Diversity Employee and Trade Union Relations Employee Development and Motivation Health, Safety and Welfare Organizational Development Performance Management Recruitment and Retention Remuneration Workforce Data

Typical HR strategy-public sector 2 of 6 YEAR ONE AIMS AND KEY OUTCOME MEASURES Communication Diversity Employee and Trade Union Relations Employee Development and Motivation Health, Safety and Welfare Organizational Development Performance Management Recruitment and Retention Remuneration Workforce Data

Typical HR strategy-public sector 3 of 6 UNDERLYING CORE PRINCIPLES A proactive approach to learning and taking advantage of all opportunities to spread good practice across the HR function, the wider organization and local community. The utilization of website and intranet for communication both externally and internally in addition to paper based systems.

Typical HR strategy-public sector 4 of 6 UNDERLYING CORE PRINCIPLES A commitment to the highest possible standards of confidentiality, professional conduct and competency. A commitment to a ‘quality’ proactive approach and philosophy of ‘continuous improvement’ both individually and for the function. The promotion of employment practices that remove discrimination and support consistency of application across the organization.

Typical HR strategy-public sector 5 of 6 YEAR TWO Developing leadership Developing workforce skills and capacity Organizational development Resourcing: recruitment, retention and diversity Pay and rewards Service and local priorities

Typical HR strategy-public sector 6 of 6 YEAR THREE Communication Employee development Organizational development Performance management

Typical HR strategy-private sector

Typical HR strategy-private sector 1 of 7 YEAR ONE KEY ELEMENTSCommunication Diversity Employee and Trade Union Relations Employee Development and Motivation Health, Safety and Welfare organizational Development Performance Management Recruitment and Retention Remuneration Workforce Data

Typical HR strategy-private sector 2 of 7 BUSINESS IMPACT MEASURES-FOCUSING ON BUSINESS ACHIEVEMENTS INFLUENCED BY PEOPLE-RELATED INITIATIVES Tools/approaches Strategic analysis Business-driven approach Value chain analysis Stakeholder perceptions of impact Goodwill/intangible asset impact

Typical HR strategy-private sector 3 of 7 CAPABILITIES IMPACT MEASURES-FOCUSING ON ORGANIZATIONAL CAPABILITIES Tools/approaches Organization priorities and initiatives Enhancing people management and HR systems Critical success factors

Typical HR strategy-private sector 4 of 7 CAPABILITIES IMPACT MEASURES-FOCUSING ON INITIATIVES THAT HAVE SHOWN TO DRIVE BUSINESS PERFORMANCE Tools/approaches Research initiatives and surveys

Typical HR strategy-private sector 5 of 7 HR OPERATIONAL IMPACT MEASURES-FOCUSING ON OUTCOMES/RESULTS OF HRM ACTIVITIES Tools/approaches Effectiveness Cost/effectiveness Six Sigma measures Return on knowledge HR dashboard

Typical HR strategy-private sector 6 of 7 HR OPERATIONAL IMPACT MEASURES-EVALUATING COST & QUALITY OF ACTIVITIES/SERVICES PERFORMED BY THE HR FUNCTION & VENDOR MGT Tools/approaches Customer-user satisfaction Efficiency Overall costs of the HR function

Typical HR strategy-private sector 7 of 7 USING A BALANCED SCORECARD Tools/approaches The approach is simple and compelling Themes used as a prescriptive framework to guide thinking-strategic skills/competencies, leadership, culture and strategic awareness, strategic alignment and strategic integration/learning HR programs/functions, high performance practices and measures are defined for each category

Strategy execution 1 of 3 WHAT PREVENTS SUCCESSFUL EXECUTION? Disengagement Disconnection

Strategy execution 2 of 3 Leaders need to define and communicate a common mental model for the strategy, presenting it as a shared picture that means the same thing to everyone-this can be difficult for four reasons: Words are inadequate conveyors of meaning Managers have to receive and send strategic information at the same time Individual contributors must see the common mental model and have their managers translate it into what they’ll have to do (and do differently) People need to practice the new skills and behaviours necessary to execute strategy in way that is safe

Strategy execution 3 of 3 POINTS TO BEAR IN MIND To be engaged, people want to solve their strategic puzzles They must be linked in a process that spells out the roles of leaders, managers, and individual contributors in executing that strategy

Implementing strategy Get the big picture Uncover and collaborate Elicit genuine buy-in Build trust first Focus on process

Developing and executing an effective HR strategy September 2011

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Andere mochten auch

Andere mochten auch (17)

Ähnlich wie Developing and executing an effective HR strategy September 2011

Ähnlich wie Developing and executing an effective HR strategy September 2011 (20)

Mehr von Timothy Holden

Mehr von Timothy Holden (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Developing and executing an effective HR strategy September 2011