Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics. What is driving this trend? How does the re-skilling of HR relate to workforce analytics? Find out how to put the "strategic" in Strategic Business Partner. View the full webinar recording here: http://www.visier.com/lp/putting-strategic-in-strategic-business-partner/

1. Putting the Strategic in Strategic Business Partner
Page 1 © 2014 Visier™

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WORKFORCE ANALYTICS AND PLANNING.
SMART. INTUITIVE. COMPLETE.

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Dave Weisbeck, Chief Strategy Officer, Visier
Dave Weisbeck leads the overall solutions success and
strategy at Visier. Prior to joining Visier, Dave spent over
18 years in the information management and analytics
industry, which included time spent helping to build
Crystal Decisions and Business Objects products and
product strategy. Most recently Dave was the senior vice
president and general manager responsible for Business
Intelligence, Enterprise Information Management and
Data Warehousing at SAP.
PRESENTER

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Historically, many within the HR profession have
lamented the lack of respect and acknowledgment for the
services they provide. Now opportunity is banging at the
door of every HR function to reverse that situation. The
need to be more strategic and business-linked is
evident.”
J. Robinson, and D. Robinson, Strategic Business Partner: A Critical Role for
Human Resource Professionals.
“

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ULRICH MODEL
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Process
Administrative Expert
OperationalStrategic
People
Strategic Partner
Employee ChampionChange Agent
Source: Ulrich (1997), Human Resource Champions

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ARE WE THERE YET?
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Source: Hay Group, Next generation HR, Connecting strategy, people and work

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TODAY’S AGENDA
! The Three Where’s?:
- Where From
- Where Now
- Where To
! What is a Strategic Business Partner
! Practical Steps to Become A Better Strategic
Partner
§ Connecting to the Business
§ Analytics as a Catalyst
§ Planning as an Enabler

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Where From
Where Now
Where To

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WHAT IS DRIVING THE CHANGE?
! Increased complexity of the workplace
§ 24/7 business, global competition, fading time/place
boundaries, risk and compliance
! Increased complexity of the workforce
§ Offshoring, global mobility, contingent workers,
generational divides, war for talent
! New technologies
§ Social media, smart phones, Cloud, always-on
! Cost pressures
§ Every function must justify itself with ROI
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10. Increasing Value
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EVOLUTION OF HR
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Cost Containment
Managing
Staff
Compliance
Workers
Compensation
Compensation
Staffing
Training
Payroll
Workforce
Planning
Talent Analytics
NOW
laggingleading
Leadership
Development
Talent Acquisition
Managing Talent
Performance
Management
Organizational
Design
Employee Relations
Administration
Human Resource
Effective Organizations

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What is a Strategic
Business Partner?

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WHAT DOES IT MEAN TO BE
STRATEGIC?
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COMPETENCIES OF BEING STRATEGIC
1. Know the Goal
§ Always act with the end in mind. Purposeful. With intent.
2. Big Picture View
§ Mental model of the end-to-end system. Past, present,
future.
3. Think Divergently
§ Consider the alternative path. Look outside current
boundaries. Be open. Ask “What if?”
4. Think Critically
§ Break things down to root causes. Analyze. Inspect.
5. Align
§ Seek convergence, not consensus.

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BEING STRATEGIC IS…
…the focus that allows individuals within an
organization to marshal and leverage their energy,
to focus attention, to resist distraction, and to
concentrate for as long as it takes to achieve a
goal.”
Jeanne Liedtka, “Linking Strategic Thinking with Strategic Planning”
“

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STRATEGIC BUSINESS PARTNER
Organizational development
§ What are the group dynamics?
§ What culture and beliefs
impact decisions and change?
§ Organization design – system
thinking
§ How do we remove friction or
conflict?
Partnering
§ Coaching
§ Consulting – 2-way
conversation
§ Be willing to challenge – have
a point of view
§ How do I build relationships
and collaborate?
Relationships
Human Resource Expertise
§ Talent Management
§ Recruiting
§ Compensation
§ What processes and
technology improve efficiency?
§ What are the people goals and
measures of success?
Business Expertise
§ Who is the customer? What
problem do you solve for
them?
§ Who is the competition? How
do you compare?
§ What are the business goals
and measures of success?
Expertise
Adopted
from
Rothwell
&
Budscooter
(Ed.),
2012.
The
Encyclopedia
of
Human
Resource
Management

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Practical Steps to Become
A Better Strategic Partner

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3 WAYS TO BECOME MORE STRATEGIC
BUSINESS PARTNER
How to:
1. Understand the Business
2. Improve your Big Picture Understanding and Be
a Better Critical Thinker
3. Get Convergence and Alignment
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1. UNDERSTAND THE BUSINESS
How do people impact the
success of the business strategy?
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The fundamental question to answer is:

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1. UNDERSTAND THE BUSINESS
What is the business strategy?
1. Who is the company’s core customer?
2. What problems do your products/services
solve for them?
3. Who is the competition?
4. Where does the organization stand in
relation to the competition and customer?
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The purpose of business is to create and keep a customer.”
- Peter Drucker
“

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1. UNDERSTAND THE BUSINESS
1. Who is the company’s core customer?
2. What problems do your products/services solve for them?
3. Who is the competition?
4. Where does the organization stand in relation to the competition
and customer?
§ Ask Sales, Marketing, Product Management, and/or
Customer Support.
§ Establish relationships with people who deal with
customers on a regular basis, and stay up to date.
§ Get out of the office. Visit a store or plant. Join a call.
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Once you understand the customer, then
make the connection:
How do people impact the
success of the business strategy?
§ Increase customer satisfaction?
§ Drive innovation?
§ Achieve execution excellence, and process efficiencies?
§ Bring regional expertise and knowledge?

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2. BIG PICTURE, THINKING CRITICALLY
Big Picture View
§ Mental model of the end-to-end system. Past, present,
future.
Think Critically
§ Break things down to root causes. Analyze. Inspect.
The goal is to understand connections. What will the
impact be to a change?
The secret: analytics!
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2. IMPROVE YOUR BIG PICTURE
UNDERSTANDING
REPORTS
! Measure single data points
! Provide information – the what
! Guide operations
! State past and present
! Tabular outputs of counts and
rates
ANALYTICS
! Connect multiple data points
! Provide insights – the why
! Drive strategy
! State past, present, and
predict the future
! Visual outputs of patterns and
trends

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TALENT RETENTION
“Voluntary Resignations
are at a 5-year high.”
Bureau
of
Labor
StaGsGcs
Job
Openings
and
Labor
Turnover
Survey
October
2013

28. Common approaches:
! Turnover rate
! Turnover by
organization
! Voluntary turnover
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BREAKING AWAY FROM REPORTS
We need to find the connections:
! Understand: what is the real situation? Do we have a problem?
! Hypothesize: what factors do we believe are impacting resignations?
! Test: is there a relationship? Yes, then understand…

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UNDERSTAND
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HYPOTHESIZE
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TEST - IS IT COMPENSATION?
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TEST – IS IT CAREER DEVELOPMENT?
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WHY THEN?
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3. GET CONVERGENCE AND ALIGNMENT
Align
§ Seek convergence, not consensus.
! The goal is to make decisions and actions
happen. Own the process for decisions.
! The secret: Planning
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WORKFORCE ANALYTICS AND PLANNING

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THE PURPOSE OF WORKFORCE PLANNING
The purpose of workforce
planning is to allocate the right
people to the right position at
the right time.
The activity of workforce
planning is therefore the set of
choices about where to
allocate people and how to be
able to measure the effect of
those choices.

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BAD PLANNING
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GOOD PLANNING

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RE-CAP
! Practice thinking and acting strategically
§ End in mind, big picture, divergent, critically, aligning
! You must own the connection of how people impact
the business strategy
§ Understand the customer and competition to understand
the business
! Use Analytics to be a great big-picture, critical
thinker
§ Understand, hypothesize, test, repeat
! Use Planning to own the process to decisions and
action
§ Collaborative, regular, consistent

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