The changing, strategic partnering roles of Organizational Development and Human Resources Management

1. THE CHANGING ROLES OF OD AND HRM -
CREATING A SUSTAINABLE PARTNERSHIP
DYNAMIC
CHARLES COTTER
6 OCTOBER 2015
RADISSON BLU GAUTRAIN HOTEL

2. SCOPE OF PRESENTATION
• Diagnosis of current OD/HRBP organizational practices
• Building a business case for OD/HRBP (strategic imperative)
• Executive management expectations and priorities
• Mission-critical strategic roles played by OD/HRM Practitioners
• Enablers and critical success factors to transforming/re-
positioning OD/HRBP
• The 5-step OD/HRBP transformation strategy

4. DIAGNOSIS: 10 BEST PRACTICE
GUIDELINES FOR OD/HRBP
• #1 Embedding HRM strategy in business strategy and able to translate
that strategy into deliverable actions
• #2 Well-defined, implemented and reported OD/HRM performance and
ROI metrics (creating credibility and accountability)
• #3 Generating business intelligence e.g. predictive and strategic analytics
(that shapes, informs, guides and ultimately, influences strategic business
decisions)
• #4 Offering a professional, value-adding business proposition sensitive
to and supportive of business needs, interests and strategic priorities
• #5 Ongoing line management consultation, engagement, coaching and
building trusting, collegial and mutually beneficial business relationships

5. DIAGNOSIS: 10 BEST PRACTICE
GUIDELINES FOR OD/HRBP
• #6 OD/HR Management and practitioners possess business and
industry knowledge, acumen and insight
• #7 OD/HRM collaborates with line management to broker
meaningful and impactful business solutions
• #8 OD/HRM processes, systems and practices are horizontally
integrated (bundled), agile, responsive and stream-lined (that
enhance productivity and efficiency)
• #9 OD/HRM is a transformational initiator, driver and
implementer of business change
• #10 OD/HRM is technology-savvy innovator, enabling and
leveraging best practices (e.g. CoE; Shared Services and e-HRM)

8. LEVEL 2: OD/HRM ARCHITECTURE

9. HRM STRATEGIC ALIGNMENT –
VERTICAL AND HORIZONTAL

10. REQUIRED LEVEL 4: BUSINESS-BASED
OD/HRM ARCHITECTURE

11. REALITY CHECK
• The business context within which HRBPs operate has
changed radically.
• The extreme conditions, competition and need for
lower costs have had multiple effects on organizations
and the work of HR.
• V-U-C-A
• VUKA! (Wake up, Come Alive!)

12. EXPECTATIONS AND PRIORITIES OF
EXECUTIVE MANAGEMENT
• CEO’s expect the Human Resources function to play a
much more active and participatory role in enabling
business strategies.
• Senior business leaders consider talent to be perhaps
the critical factor in the push for sustainable growth
and the need to manage new opportunities and risks
in a more complex and interdependent world.
• According to The Conference Board CEO Challenge
(2013), Human Capital is rated 10% higher than
operational excellence as a major challenge for
businesses.

13. WHAT BUSINESS EXECUTIVES ARE
LOOKING FOR IN OD/HRBP?
• Catalytic Driver of Change
• Pro-active Business Thinker
• Collaborative Consultant
• Purpose-directed Coach
• Delivery (results-oriented OD/HR practices)
• (Credible and Accountable) Performance Advisor
• Strategic Facilitator

15. ENABLERS OF TRANSFORMATION/RE-POSITIONING TO
HRBP – “RIGHTING THE SHIP”
• “HRM needs to follow the right process, applying the right skills, in
the right manner/method, fulfilling the right roles, for the right
reasons, to achieve the right results.” (Cotter, 2014)
 Competencies
 Roles
 Trends
 Critical Success Factors
 Approach
 Process (Strategy)

16. ULRICH’S SIX COMPETENCIES FOR HRM
TRANSFORMATION (2009)
• Credible Activist
• Capability Builder
• Change Champion
• HR Innovator and Integrator
• Technology Proponent
• Strategic Positioner

17. BEST PRACTICE HRBP
(COMPETENCE)
OD/HRM
CONTENT
BUSINESS
CONTEXT
OD/HRBP
PROCESS

19. VALUE-ADDING HRM PYRAMID AND
ROLES

20. FUTURE-FOCUSED ROLES

21. HRBP TRENDS
• Optimization of systems, processes and structures (architecture)
• Re-organizing HR service delivery and operating models e.g.
Shared Services
• Sourcing “Stars” from outside HRM
• Implementation of HR Academies and Business Partner training
programmes
• There is a particular focus on developing consulting, project and
change management skills as well as general business and
commercial acumen
• Establishing HR Centres of Excellence/Expertise (CoE’s)

22. HR CENTRES OF EXCELLENCE

23. OD/HRBP CRITICAL SUCCESS FACTORS
• Strategic focus and thrust (on issues that contribute to business growth
and competitiveness)
• Adopting a “big picture” perspective (regarding the organization’s
priorities and goals)
• Having personal impact and credibility (to influence key decision-makers)
• Adopting an Key Account Management, (internal) client-centric approach
• Possessing a set of value-adding skills and knowledge (customers and
business)
• Being a diplomat and negotiator (in harmonizing the HRM agenda with
business needs)

24. HARMONIZATION OF OD/HRM
AGENDA AND BUSINESS GOALS
1. STRATEGIC BUSINESS GOALS
AND PRIORITIES
= BUSINESS
IMPACT AND
RESULTS
3. FORMULATION OF HRM
DELIVERY TARGETS
2. HR AGENDA
AND OD
PROGRAMMES

25. OD/HRBP STRATEGY APPROACHES
• Best Practice
• Best Fit
• Hybrid (integration)

27. STRATEGIC ACTION STEPS/PLAN TO
TRANSFORM HR INTO HRBP
• Step 1: Strategic Review and Analysis
• Step 2: Strategic Role Clarification and Contracting
• Step 3: Formulation and Development of
Transformational Strategies
• Step 4: Implementation of Transformational Strategies
• Step 5: Measure and evaluate business impact and
results

28. SUMMARY
• Key points
• Questions

29. CONTACT DETAILS
• Charles Cotter
• (+27) 84 562 9446
• charlescot@polka.co.za
• LinkedIn
• Twitter: Charles_Cotter
• http://www.slideshare.net/CharlesCotter