On Wednesday, October 22, 2014, I gave a talk at the international Francophone human resources congress in Montreal. There were over 200 people in attendance interested in enhancing the strategic scope of the HR function within their organizations, and I shared five main ideas with them. Here I present to you the content of this session. These are the reasons why we have to start now to develop HR in order to enhance leadership within organizations. The presentation sums up the key elements presented in the lecture. These five ideas were selected by SPB Organizational Psychology as priority blocks for developing HR leadership that will have an impact. Participants, HR professionals, managers and decision-makers: let us have your comments and questions via Twitter (@spbpsychology), or share your questions and opinions using the form below. It will be our pleasure to respond. Some clear conclusions on the future of the HR function Following a comprehensive review and targeted observations of developments in business issues and their impact on the HR function, SPB has drawn five conclusions: 1. The internal consultative role can only expand, requiring more finely tuned skills than ever; 2. Quantitative data are key for HR professionals to get access to and the attention of senior managers; 3. Working in isolation is no longer an option; 4. Excellence in integrated project management, ability to gauge the impact of HR activities, and careful monitoring with dashboards that are aligned with business priorities—all of these are now essential; 5. The workforce will be a central concern for enterprises in the years ahead, as the factor that makes a difference and as a guarantee of their longevity. These are challenges that HR can rise to with enthusiasm. In order to fully play their part, HR leaders must invest in the development of a team that will be equal to targeted emerging needs. The HR function needs to have greater influence and impact There is much turmoil in the environment, and this has positive consequences for the HR function. No longer can an HR initiative be considered in isolation: every program affects every other program in an employee’s career. It will be vital to integrate business and HR initiatives into a coherent whole. Technology and shared-services centres are becoming more important, allowing HR leaders to focus their energies elsewhere than on day-to-day transactions. There will have to be a conscious effort to renew employee commitment, and leadership development needs will make themselves felt at all levels in a context in which the pressure to perform is constantly rising.

1. DEVELOPING HR LEADERS
THAT HAVE AN IMPACT
HR: let’s start with ourselves!
Talk given by Julie Carignan
Principal
Organizational Psychologist

2. ARE WE
POSITIONED AS
KEY PLAYERS?
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

3. One way or another, it
will have to gain the
business acumen
needed to help
organizations perform
at their best.
Ram Charan, HBR 2014
(Traduction libre)
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

4. REMEMBER THAT…

5. THE ABILITY TO
DELIVER INTERNALLY
REMAINS THE
BIGGEST CHALLENGE
FOR HR LEADERS.
Bersin’s Prediction for 2013 SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

6. IN 2013,
ENTERPRISES
SHOULD SPEND
MORE TO
UPGRADE THEIR
OWN HR TEAMS.
Bersin’s Prediction for 2013 SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

7. ON YOUR
BEHALF,
THEREFORE, WE
HAVE REVIEWED
THE BEST HR
PRACTICES AND
THE LATEST
LITERATURE …
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

8. AND WE HAVE PUT TOGETHER
FIVE BIG LEVERS …
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

9. TO HELP YOU ACHIEVE
THE DESIRED IMPACT.
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

10. SPRINGBOARD 1
1. ADJUST
OUR ROLE
TO REFLECT MAJOR
TRENDS
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

11. By adopting emerging
trends.
By changing how things are
 SPB PSYCHOLOGIE ORGANISATIONNELLE
done within evolving
organizations.
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

12. By exploring my
leadership style as a
difference-maker.
By establishing my
credibility and
checking my
positioning.
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

13. But how do we deal
with the fact that
28% of
organizational
decisions are made
with no HR input?
Source : SuccessFactors Oxford Economics 2014
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

14. Is HR a
commodity?
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

15. How far am I
prepared to go in
positioning people
values within the
organization?
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

16. SPRINGBOARD 2
2. POSITIONING MYSELF
AS A KEY PLAYER
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

17. A SHORT

18. In 2014, what percentage of HR
professionals fail to see the
implications of Big Data for their
work and for the enterprise?
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

19. Answer:
56%
of
HR leaders fail to see the
importance of
Big Data.
An employment workshop in October 2014). Big Data: Is HR helpless in dealing with torrents of data?
http://www.manpowergroup.fr/big-data-rh-desemparee-tourbillon-de-donnees/
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20. The risk?
Distancing HR from
strategic functions
An employment workshop in October 2014). Big Data: Is HR helpless in dealing with torrents of data?
http://www.manpowergroup.fr/big-data-rh-desemparee-tourbillon-de-donnees/

21. HOW DO WE COPE?
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

22. Create a supply of consulting services
based on business realities
Guide key decisions using Big
Data
Gauge the organizational
impact
Find a way with HR and
financial dashboards
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

23. SPRINGBOARD 3
3. CONVINCE
PEOPLE TO GO
FARTHER
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

24. BY PREACHING IN THE
WILDERNESS OR LEADING THE
PILGRIMAGE?
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

25. NOOOOOOOOOOOOOOOOOO!
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

26. By building networks
and alliances
By finding a way through
the political environments
By putting together strong
arguments
By having the courage of
your convictions
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

27. and by speaking
for employees,
managers and
executives in
order to
transform the
organization
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

28. THE STRONGER AND MORE
CREDIBLE THE HR TEAM…
Julie Carignan, SPB
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

29. WITH
COMPLEMENTARY
TALENTS
ALIGNED
WITH
BUSINESS
NEEDS…
Julie Carignan, SPB SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

30. Julie Carignan, SPB
THE MORE THE
HR LEADER CAN
PLAY
HIS OWN
STRATEGIC
ROLE.
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

31. SPRINGBOARD 4
4. APPLYING
SOLUTIONS
THAT WORK
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

32. A FEW
SYMPTOMATIC
HR QUOTES
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

33. The CEO insists
on it!
That will never fly with
management.
I realize the need is
crucial, but we don’t have
the budget.
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

34. A FEW
ASYMPTOMATIC
SOLUTIONS!
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

35. Piloting a comprehensive initiative
through the organization
Ensuring organizational alignment
Incorporating the 10 keys to project
management
Producing conclusive results
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

36. SPRINGBOARD 5
5. BRING OUT
THE BEST IN AN
ORGANIZATION
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

37. By renewing ourselves in order to
transform the organization
By acting as a coach to help people find
their way
By renewing cooperation and
commitment among individuals and
teams
By promoting a culture of agility
By investing in well-being

38. AND WHY?
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

39. To ensure
healthy and
sustainable
performance
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

40. FINALLY…
SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

41. THE FIVE LEVERS WILL
ULTIMATELY LET US…
ASSERT LEADERSHIP
THAT HAS AN
IMPACT SPB ORGANIZATIONAL PSYCHOLOGY | spb.ca

42. In collaboration with Julie
Carignan and other SPB experts
For information:
1 800 798-1022
@SPBPsychology
http://bit.ly/in_spb
Seeing Farther | spb.ca