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Human Resources as a Strategic Partner Fred Laquinta AtlantiCare January 2004 PowerPoint PPT Presentation


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Human Resources as a Strategic Partner Fred Laquinta AtlantiCare January 2004. How is H.R. Strategic?. Must impact one or more corporate goals - Build competitive advantage. Increase revenues or cut costs. Increase market share. How is H.R. Strategic?.

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Human Resources as a Strategic Partner Fred Laquinta AtlantiCare January 2004

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Human resources as a strategic partner fred laquinta atlanticare january 2004 l.jpg

Human Resources as a Strategic PartnerFred LaquintaAtlantiCare January 2004


How is h r strategic l.jpg

How is H.R. Strategic?

Must impact one or more corporate goals -

  • Build competitive advantage.

  • Increase revenues or cut costs.

  • Increase market share.


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How is H.R. Strategic?

  • Improve customer service, product, quality.

  • Reduce product time to market.

  • Increase productivity.

  • Increase shareholder/stakeholder value.


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An Example at AtlantiCare

  • Equitable health care

  • Promote health of populations

  • Best in class

  • Integrate the system

  • Financial strength


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How H.R. Will Respond

  • Equitable health care

    • Cultural diversity

  • Promote health of populations

    • Wellness initiative

  • Best in class

    • Baldrige

    • Fortune 100 best companies


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    How H.R. Will Respond

    • Integrate the system

      • Flatter organization

  • Financial strength

    • Spend dollars wisely on good programs.


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    Now That You Have Defined It, What Do You Do?

    • Operationalize the definition.

    • Assess your response using the following common elements.


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    Common Elements

    • Increase productivity and profit.

      • Provide programs and services that result in measurable increase in employee productivity.

      • Build a strong business case outlining its dollar impact.


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    Common Elements

    • External focus

      • Redistribute H.R. budget and time allocation.

      • Look at your calendar.

      • Prioritize customers.

      • Add, cutback, eliminate H.R. programs based

        on ROI.

      • Track shifts in external environment.


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    Common Elements

    Build a performance culture that ensures that managers, management systems, measures and rewards work in unison.


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    Common Elements

    • Provide competitive advantage.

      • We Do/They Do

      • People programs whose output or results are superior to competitors.


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    Common Elements

    • Fact-based decisions

      • Utilize metrics.

      • Proactively identify potential problems.

      • Discount opinions.


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    Common Elements

    • Business focus

      • Ensure programs and efforts focus on the business rather than (Internal) H.R. issues.


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    Common Elements

    • H.R. should build a brand.

      • Great place to work

      • Employer of choice

      • Need for stable funding


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    Common Elements

    • Technology permeates everything.

      • Cornerstone of all we do

      • Metrics

      • Paperless

      • 24/7 manager and employee

        self serve


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    Thinking Strategically is a Goal but Remember

    • “H.R. is a tool, not an objective.”

      The most effective H.R. programs are those not seen as H.R. programs.


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    But the “Real World” Dictates

    • It is difficult to have a strategic impact on payroll or benefits administration.

    • Even if your job isn't strategic, thinking strategically can improve focus on your programs.

    • Think like a CEO.

    Wayne Tarken, SPHR

    HR/CEO Roundtable Chair


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    Wayne Suggests You….

    • Run department like a business unit.

    • Know department’s strengths and weaknesses.

    • Know what you can and cannot do given your talent.

    • Understand realities of politics and resources.

    • Delegate whenever possible.


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    The Tipping Point

    • The phenomenon underlying social, cultural and financial epidemics

    • What qualities make a trend tip into an epidemic?

    • How can you cause a tipping point in how people view H.R?

    Gladwell, Malcolm. The Tipping Point. New York: Little, Brown and Company,

    First Back Bay paperback edition, January 2002


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    So Now What?

    Go Back to your office and –

    • Be more hands-on “the business”, less hands-on “the people.”

    • Seek diverse points of view.

    • Drive unified action.

    • Promote experimentation, take chances if your organization allows it.

    Lee Hecht Harrison – “Leadership at the Core and on the Edge”

    Newsletter, 2003


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    Your Challenge - Flexibility

    • Consider the Panda.

    • You may be uncomfortable or scared.

    • It is mentally easier not to change.

    • Without flexibility we are restricted to our box.

    • Inflexibility is the major barrier to change and growth.

    • Be open – thoughts, behaviors, feelings

      CD Stewart – ” Behavioral Observations” - Newsletter, 11/25/01


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    Questions or Comments


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