Financial times march 12 2009
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Financial Times March 12, 2009

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“Their argument is a strong one, and the idea that companies would benefit in the long run from putting more into preparing the right people for the right jobs seems timely. As we look for ways to dig our way out of recession, it is worth remembering that effective and creative people are any company’s best weapon in the war, not for talent, but for survival.”

Financial Times March 12, 2009


Strategy, Strategy Execution and Resource Accountability

Strategy

Strategy Execution

Differentiation to create competitive advantage

ResourceAllocation

ResourceAccountability

How grow?

Where play?

How win?

  • Financial

  • Material

  • Time

  • Data

  • Workforce

  • Budget

  • Supply chain

  • Schedules

  • Information systems

  • ???

  • Value creation:

  • Customer

  • Economic


Least Effective in Business SkillsHR staff are more effective in the skills that characterize their most traditional roles

Effectiveness of HR Skills

People Skills Mean = 42%

HR Expertise Mean = 52%

Implementing Skills Mean = 35%

Business Skills Mean = 29%

70

63%

60%

60

53%

48%

50

44%

44%

43%

Skill Effectiveness Mean = 39%

41%

40%

40%

40%

40

Percentage Answering “Effective” or “Very Effective”

28%

27%

27%

30

17%

20

12%

10

0

APPLYING BUSINESS ANALYTICS

TAKING A GLOBAL APPROACH

Least Effective in Business Skills>08-20-2008


The Workforce and Value Creation

HR as a Strategy Player


Strategy and Talent:Evolutionary vs. Revolutionary Change

Growth/Change

Expectations

Growth

Financial

Customer

2003

2004

2005

2006

2007

2008

2009

2010


Evolutionary vs. Revolutionary Change

Growth/Change

Growth

Expectations

Financial

Customer

Culture/Talent/Capability

2003

2004

2005

2006

2007

2008

2009

2010


Evolutionary vs. Revolutionary Change

Growth/Change

Talent

Capabilities

Growth

Expectations

STRATEGIC CAPABILITY 1

SC 2

SC 3

SC 4

SC 5

2003

2004

2005

2006

2007

2008

2009

2010


Evolutionary vs. Revolutionary Change

Culture

Talent

Capabilities

Growth

Growth/Change

Financial

Expectations

STRATEGIC POSITION 1

Customer

SP 2

SP 3

SP 4

SP 5

2003

2004

2005

2006

2007

2008

2009

2010


Competitive Context

Strategy Innovation

Speed

Strategic Capabilities

Structural Cost


Competitive Context

Strategy Innovation

(How different?)

Speed

Strategic Capabilities

Structural Cost


Competitive Context

Strategy Innovation

(How different?)

Speed

Strategic Capabilities

Structural Cost

(What workforce investments?)


Competitive Context

Strategy Innovation

(How different?)

Speed

Strategic Capabilities

Structural Cost

(What workforce investments?)

(What workforce disinvestments?)


Growth Strategy Matrix


Six Month Target

Key: Today = Black. Six month target = Red


One Year Target

Key: Today = Black. 12 month target = Red


HR’s Biggest Challenges

  • Thinking like a strategist

  • Scoring on the scorecard of the business

  • Understanding that numbers are the language of organizations

  • Understanding how, where and who creates customer and economic value

  • Developing strategic data for strategic workforce decision making


Transitioning HR Practices

Strategic Talent as a Sustainable Source of Competitive Advantage: Alignment for Value Creation

20


The “Back Home” Challenge— The Charge —

  • Think like a strategist

  • Ask the right questions

  • Develop the right metrics

  • Use metrics to make strategic workforce decisions: minimize risk and maximize value

  • Hold leaders accountable for the management of their strategic workforce


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