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Moving from Cost Center to Strategic Business Partner

Moving from Cost Center to Strategic Business Partner. Clint Tripodi. Overview of the Session. The Evolution of HRM. HR as a Cost Center... Why Should I C are? Kill the Status Quo. Becoming Strategic. Asking the Right Questions. Traits of Successful Strategic HR Leaders.

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Moving from Cost Center to Strategic Business Partner

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  1. Moving from Cost Center to Strategic Business Partner Clint Tripodi

  2. Overview of the Session • The Evolution of HRM. • HR as a Cost Center... Why Should I Care? • Kill the Status Quo. • Becoming Strategic. • Asking the Right Questions. • Traits of Successful Strategic HR Leaders.

  3. What Would You Have Done? • Last Year, Zappo’s CEO, Tony Hsieh Decided to add a Fourth ‘C’ to Zappo’s Brand of Clothing, Customer Service, and Company Culture. • The Fourth ‘C’ is Now Community.

  4. What Would You Have Done? • When and How Would HR’s Involvement Bring the Greatest Business Value with this Scope of Decision and Change?

  5. “Strategic Business Partner” Evolution of HRM “Human Resource Management” “Personnel Management” “Labour Manager” “Welfare Officer” 1890’s - 1913 1914 - 1939 1940 - 1979 1980 – 1990’s 2000 & Beyond

  6. HR Model for 2014+ Structure - Identifying and Developing Roles and Responsibilities to Execute Strategies.

  7. HR Model for 2014+ Processes –Utilizing Best Practices to Achieve Predictable Business Results.

  8. HR Model for 2014+ Talent –Attracting, Aligning, Developing and Retaining the Right People to Execute Your Business Strategy.

  9. HR Model for 2014+ Metrics –The Ongoing Performance Indicators that Drive Business Success.

  10. HR Model for 2014+ Strategy –The Data Driven Plans Designed to Help You Compete in Current and Future Markets.

  11. HR Model for 2014+

  12. What Gets in the Way of Being Strategic? Vulnerability

  13. You Must Believe You Are Worthy • Courage: To Be Imperfect. • Compassion: Be Kind to Yourself and to Others. • Connection: As a Result of Authenticity, Be Who You Are, Not Who You Think You Should Be.

  14. Vulnerability is the Birthplace of… Innovation Creativity Change Joy

  15. Becoming Strategic… • Start Testing the Roots of Your Vulnerability. • Challenge Your Creativity. • Seize the Opportunity: Take Control & Act Now! • Think Like a Business Person First. • Perfect Market Conditions for New Ideas. Companies Need Our Guidance & Direction.

  16. P = R - C Revenue – Cost = Profit

  17. HR is a Cost Center • Department That CostsMoney. • Marketing, Finance, HR, IT, R&D are Examples of Cost Centers. • First Targets for Downsizing.

  18. Cost Structure • General & Administrative: • G & A is 20 - 35% of Revenue. • Perception that These Departments Add Little or No Value. Deloitte Consulting LLP (2010)

  19. Cost Structure • The Key is a Strategic Approach: • Delivers Major Structural Breakthroughs. • Not Just Incremental Improvements. Deloitte Consulting LLP (2010)

  20. Kill the Status Quo • 5 Key Challenges Faced by HR Today: • Perceived Lack of Power and Influence. • Walking a Tightrope (Balancing Act). • Dealing with Skeptics of HR. • Fear of Vulnerability. • Being Overwhelmed. SOURCES: CFO Research Services (2003) & Kahnweiler (2006)

  21. Influence Starts at the Top • Boards of Directors have Differed Widely in the Extent of Utilization or Reliance on the HR Leader in the Strategy of the Organization. SOURCES: CFO Research Services (2003) & Kahnweiler (2006)

  22. HR Reports to the CEO in Only About 52% of Companies. SOURCES: CFO Research Services (2003) & Kahnweiler (2006)

  23. HR Reports to the COO in About 17% and to the CFO in About 13% of the Cases. SOURCES: CFO Research Services (2003) & Kahnweiler (2006)

  24. Competing Priorities of Human Resources Strategic Focused Strategic Focused Transaction Focused Transaction Focused SOURCE: Richard M. Vosburgh, Mirage Resorts, MGM MIRAGE

  25. We Have the Power! HR is the Only Function with a “License” to Interrelate with Every Employee and Every Function in the Company and Beyond. • How Are You Going to Make the Most of the Responsibility You Have Been Given?

  26. Strategic Engagement • Strategic Partnering Starts with Engagement. • Earlier Engagement Maximizes Opportunity to Influence and be Strategic. Engagement Continuum vs. Time of Engagement Early Late More Opportunity Some Little/Execute

  27. Strategic HR Professionals are Curious and Ask the Right Questions

  28. Strategic HR: Asking the Right Questions • Leadership • Culture • Communication and Engagement • Workforce Planning • Talent • Retention • Performance Management • Team Development

  29. Be a Trusted Advisor: • Outsource the Delivery of Transactional Services. • Develop the Internal Consulting Skill Sets that Enable the Transformational Part of HR. SOURCE: Richard M. Vosburgh, Mirage Resorts, MGM MIRAGE

  30. “HR Person Know Thyself” Profession Influence • Art • vs. • Science • Boardroom • vs. • Department • Transactional • vs. • Transformational • Enforcer • vs. • Advocate Skills Perception SOURCE: Richard M. Vosburgh, Mirage Resorts, MGM MIRAGE

  31. The Future Belongs to Strategic HR Leaders!

  32. “Do good for our customers and they will do good for us” Amazon’s Business Plan Mark Onetto Sr. VP WW Ops “Head without Heart is Hopeless” “Technology without People is Hopeless” “Strategy without Execution is Hopeless” “Perfection is not of this World”

  33. Traits of Successful Strategic HR Leaders • Strategic HR Professionals Demonstrate Predictable Characteristics: • Focus on Business Principles and the Employee/Company Well-Being.

  34. Traits of Successful Strategic HR Leaders • Strategic HR Professionals Demonstrate Predictable Characteristics: • Constantly Think As If from the Outside.

  35. Traits of Successful Strategic HR Leaders • Strategic HR Professionals Demonstrate Predictable Characteristics: • Demonstrate a Strong Competitive Drive and Passion.

  36. Traits of Successful Strategic HR Leaders • Strategic HR Professionals Demonstrate Predictable Characteristics: • Are Motivated by Doing the Right Thing for the Organization.

  37. Traits of Successful Strategic HR Leaders • Strategic HR Professionals Demonstrate Predictable Characteristics: • Believe that Success in Relationships is Tied to the Accumulation of Quality Experiences.

  38. Traits of Successful Strategic HR Leaders • Strategic HR Professionals Demonstrate Predictable Characteristics: • Embrace Effective Technology and Practices.

  39. Traits of Successful Strategic HR Leaders • Strategic HR Professionals Demonstrate Predictable Characteristics: • Understand that a Continued Focus on Problem Definition and Resolution is More Important than Technical or Content Mastery.

  40. Traits of Successful Strategic HR Leaders • Strategic HR Professionals Demonstrate Predictable Characteristics: • Believe that Both Selling and Serving are Aspects of Professionalism.

  41. Traits of Successful Strategic HR Leaders • Strategic HR Professionals Demonstrate Predictable Characteristics: • The Successful Strategic HR Professional is Selfless, Authentic and Real.

  42. For more information or to receive a copy of this presentation, feel free to contact Clint Tripodi at: clint@pendolinogroup.com or 707-812-2555. Thank you!

  43. Q & A

  44. Thank you! For more information or to receive a copy of this presentation, feel free to contact Clint Tripodi at: Clint@PendolinoGroup.com or 707-812-2555.

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