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HR as a Strategic Business Partner
1. HR as a Strategic Business Partner
Susan Pyles
HR Star Conference 2013
2.
3. ⢠support business goals with results-
based HR initiatives
⢠connect HR-related activities to
positive outcomes
⢠brand HR as a vital, strategic partner
⢠evaluate HRâs impact on the
organization
⢠increase HRâs value to the business
Agenda
5. Essential mindset
shifts
⢠Past-focused
⢠Discipline-focused
⢠Authoritative
⢠Service provider
⢠HR person in a business
⢠Track & measure activities
⢠Future-focused
⢠Organizational perspective
⢠Consultative
⢠Business partner
⢠Business person in HR
⢠Results-based accountability
6. Use a 1-5 scale, with 1 = low (e.g. no, to a limited degree, rarely)
5 = high (e.g. yes, completely, all of the time)
To what extent do youâŚ
⢠Base your decisions on data?
⢠Know what data is captured by your business partners?
⢠Design solutions that meet current and future business needs?
⢠Design solutions that meet current and future talent needs?
⢠Understand the operational and financial sides of the business?
The Strategic Partner
7. Use a 1-5 scale, with 1 = low (e.g. no, to a limited degree, rarely)
5 = high (e.g. yes, completely, all of the time)
To what extent do youâŚ
⢠Use verbal or written SLAs (Service Level Agreements)?
⢠Focus your communication on areas relevant to the business?
⢠Communicate with confidence, assertion, persuasion?
⢠Take and keep a company-wide perspective?
⢠Meet predefined goals (e.g. business, talent)?
The Strategic Partner
8. Needed Competencies
& Skills
⢠Working knowledge and practical application of
⢠the business
⢠HR
⢠meaningful metrics
⢠Leadership
⢠Creativity/Innovation
⢠Ability to position, engage, & develop the talent
9. Support business goals
with results-based HR
initiatives
Meet them where THEY are, not where YOU are.
Survey your business partners.
Ask about them, their business, their needs. E.g.
⢠What measures are you being held accountable to?
⢠What will success look like in the future?
⢠What are your pain points?
⢠What is working? What do you attribute that to?
⢠What has improved in the past 2-3 years? What do you attribute that to?
10. Survey your business partners.
Ask them how well you are meeting their needs. E.g.
⢠Where do I/we add the most value?
⢠What could I stop doing and no one would notice?
⢠What do I need to learn more about?
⢠How would you rate my effectiveness?
⢠What do you wish I did that I donât do now?
Support business goals
with results-based HR
initiatives
11. Connect HR-related
activities to positive
outcomes
⢠An employee referral program that increases engagement scores
⢠Behavioral interviewing questions that increase retention rates
within the first year
⢠New-hire training programs that increase accuracy rates
⢠Leadership training that increases the internal promotion rate
⢠Performance evaluations that increase customer satisfaction ratings
⢠Pay or rewards programs that increase achievement of stretch goals
12. Track, measure , and report metrics using a positive orientation.
Report this Instead of this
accuracy rate error rate
cost savings expenditures
% who attended/participated % absent
% meeting/exceeding expectations % underperforming
% improvement raw scores (if low)
% retention % attrition
Connect HR-related
activities to positive
outcomes
13. Brand HR as a vital,
strategic partner
HRâs greatest opportunities to impact the business
⢠Employee Engagement: involvement with, commitment to and
satisfaction with their work
⢠Employee Retention
⢠Culture
⢠Supervisory and Organizational Support
⢠Continuous Learning
14. 6 Word Stories:
First heartbreak. 19 years wishing. Reunited! â James
Disputes between nations. Sorrow among families. â Peter
She was lovely. Then things changed. âBen
Tan line on his ring finger? Good-bye. âRuby
Create HRâs 6 Word Story!
Providing solutions that yield business results!
Your trusted advisor for profitable solutions!
Ask HR. We have the answers!
Consult HR. Result: no more Ambien! :- )
Brand HR as a vital,
strategic partner
15. ⢠Engagement scoresâŚsatisfaction with supervisors/managers
⢠RetentionâŚof top talent
⢠Continuous learningâŚ% of learning plans completed
⢠Other
⢠Internal promotion rate
⢠% of positions filled via employee referral
⢠% of critical positions with a ready now successor
⢠% of employees whose pay and performance are aligned
Evaluate HRâs impact
on the organization
16. Increase HRâs value
to the business
Activities that drive effectiveness
⢠Understand HRâs role in supporting the business
⢠Structure HR to meet changing needs
⢠Effectively prioritize HR programs/initiatives
⢠Establish and use metrics
⢠Position the talent to support current & future business needs
⢠Develop emerging leaders
17. There is a positive correlation between manager perception of
HR/LR effectiveness and employee performance
Front line manager
perceptions
18. ⢠HR
⢠Front line & mid-level managers
⢠New hires
Where to focus
development