Aligning hr business strategy
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The long-held notion that HR would become a truly strategic function is finally being realized.". A new kind of HR professional is emerging to manage this transformed function, someone who deeply understands not only talent-management processes but also an organization's strategy and business mode

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Aligning HR Business Strategy

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Aligning hr business strategy

Aligning HR & Business Strategy


Aligning hr business strategy

The long-held notion that HR would become a truly strategic function is finally being realized.


Aligning hr business strategy

A new kind of HR professional is emerging to manage this transformed function, someone who deeply understands not only talent-management processes but also an organizations strategy and business model.


Becoming a strategic business partner

Becoming A Strategic Business Partner

  • Knowledge Requirements

  • Staying focused on issues that matter to the business

  • Delivering capabilities that make a real difference


Knowledge requirement

Knowledge Requirement

  • Bring strong technical expertise to the table and an understanding of your company and its strategy.

  • The courage and conviction for change and to be what your organization wants you to be.

  • Develop new skills as needed. Understand the data, the financials, the market, etc.

  • Be a true Partner and a true Coach, with honesty, integrity and courage.


Business partner knowledge requirements

Business Partner Knowledge Requirements

Strategic

Talent Planning

Talent Development

Performance Management

Executive Succession

Executive Compensation

HRIS

Shared Services

Acquisition Assessment

Cultural Integration

Strategic Alignment

Globalization

Organizational Architecture

Enterprise Integration

Acquisition Planning

Organizational Learning

Executive Development

Board Relations

HR

Business

Compensation/Benefits

Recruiting

Hiring/Firing

Data Reporting

Performance Assessment

Succession Planning

Orientation/Training

Relocation

Policy/Fair Treatment

Quality

Cost Reduction

Process Reengineering

Customer Relationship Management

Product Development

Change Management

Metrics

Team Effectiveness

Operational


Staying focused on business issues

Staying Focused On Business Issues

  • What are the issues that matter?

    • Whats keeping business leaders up at night?

    • Whats the elephant on the table regarding the future?

    • What drives the bottom line?

  • Changing on how you spend your time

  • Not getting pulled or pushed back into the old HR box


Staying focused on business issues1

Staying Focused On Business Issues

  • Focus on Business Objectives

    • Structure activities around key businessobjectives

  • Focus on the Environment

    • Scenario planning on workforce issues toanticipate changes in the environment.

  • Focus on Core Values

  • Ensure that core values are embedded in key HR elements, e.g. hiring, job requirements, rewards


Business partner knowledge requirements1

Business Partner Knowledge Requirements

Strategic

Business Executive

HR Executive

Talent Planning

Talent Development

Performance Management

Executive Succession

Executive Compensation

HRIS

Shared Services

Acquisition Assessment

Cultural Integration

Strategic Alignment

Globalization

Organizational Architecture

Enterprise Integration

Acquisition Planning

Organizational Learning

Executive Development

Board Relations

Strategic Business Partner

HR

Business

Compensation/Benefits

Recruiting

Hiring/Firing

Data Reporting

Performance Assessment

Succession Planning

Orientation/Training

Relocation

Policy/Fair Treatment

Quality

Cost Reduction

Process Reengineering

Customer Relationship Management

Product Development

Change Management

Metrics

Team Effectiveness

HR Generalist

Business Partner

HR Specialist

Operations

Professional

Operational


Business partner knowledge requirements2

Business Partner Knowledge Requirements

Strategic

Business Executive

HR Executive

Talent Planning

Talent Development

Performance Management

Executive Succession

Executive Compensation

HRIS

Shared Services

Acquisition Assessment

Cultural Integration

Strategic Alignment

Globalization

Organizational Architecture

Enterprise Integration

Acquisition Planning

Organizational Learning

Executive Development

Board Relations

HR

Business

Compensation/Benefits

Recruiting

Hiring/Firing

Data Reporting

Performance Assessment

Succession Planning

Orientation/Training

Relocation

Policy/Fair Treatment

Quality

Cost Reduction

Process Reengineering

Customer Relationship Management

Product Development

Change Management

Metrics

Team Effectiveness

HR Generalist

HR Specialist

Operations

Professional

Operational


Defining hr planning

Defining HR Planning

  • Human resources planning is a process that identifies current and future human resources needs for an organization to achieve its goals.

  • Human resources planning should serve as a link between human resources management and the overall strategic plan of an organization.


Approaches to merging strategic and hr planning

Approaches to Merging Strategic and HR Planning

  • Afterthought / Add-on

  • Isolated

  • Integration


Approaches to merging strategic and hr planning1

Approaches to Merging Strategic and HR Planning

  • Afterthought/Add-on

  • The focus is on business planning, with HR practices considered as an afterthought.

  • Integration

  • The focus is on a synthesis of business and HR planning.

  • Isolated

  • The focus is on HR practices and how the HR function can add value to the business.


Approaches to merging strategic and hr planning2

Approaches to Merging Strategic and HR Planning

  • Afterthought/Add-on

  • Line managers own the HR discussions, with tangential involvement of HR professionals.

  • Integration

  • Line managers and HR professionals work as partners to ensure than an integrated HR planning process occurs.

  • Isolated

  • HR professionals work on the plan and present it to line managers.


Approaches to merging strategic and hr planning3

Approaches to Merging Strategic and HR Planning

  • Afterthought/Add-on

  • The outcome is a summary of HR practices required to accomplish business plans.

  • Integration

  • The outcome is a plan that highlights HR practices that are priorities for accomplishing business results.

  • Isolated

  • The outcome is an agenda for the HR function, including priority HR practices.


Integrated hr and business planning

Integrated HR and Business Planning

  • Is the foundation for assessing and understanding the current and future needs of the organization.

  • Is an important building block in continuously improving and building the human capacity of the organization to deliver services to our clients.

  • Identifies optimal strategies and activities for important HR management components as recruitment, retention, learning, development, employee engagement, promotion, succession, and employment equity.


Integrated hr and business planning principles

Integrated HR and Business Planning Principles

  • Takes place at all levels.

  • Is information driven.

  • Identifies risks and challenges.

  • Is transparent, values-based and well communicated.

  • Planning efforts are monitored, measured and evaluated.


Integrated hr and business 5 step process

Integrated HR and Business 5-Step Process

Step 1:

Perspective

Determine your business goals.

Scan the environment.

Conduct a gap analysis.

Set HR priorities to help achieve business goals.

Measure, monitor and report on progress.

Step 2:

Scan

Step 3:

Gap Analysis

Step 4:

Priorities

Step 5:

Performance


Determine your business goals

Determine Your Business Goals

  • What are your organization's ongoing HR and business priorities?

  • What emerging directions and changes will have an impact on HR issues?

  • Have all necessary strategic partnerships been established to facilitate facilitation of HR strategy?

Step 1:

Perspective

Step 2:

Scan

Step 3:

Gap Analysis

Step 4:

Priorities

Step 5:

Performance


Employment information to be analyzed

Employment Information to be Analyzed

  • Demographics and employment characteristics

  • Age

  • Employment type

  • Training/learning data

  • Performance management

  • Internal workforce trends (e.g. vacancy rates, turnover rates, internal staff mobility, promotions, secondments

Step 1:

Perspective

Step 2:

Scan

Step 3:

Gap Analysis

Step 4:

Priorities

Step 5:

Performance


Internal scan

Internal Scan

Identify factors internal to the organization that may affect HR capacity to meet organizational goals.

Have you considered?

Step 1:

Perspective

Step 2:

Scan

  • Labor management relations

  • Anticipated changes to funding levels

  • Changes in leadership & priorities

  • Organizational re-structuring

  • Corporate culture change

  • Client satisfaction

  • Capacity and quality of information systems

  • Training needs

Step 3:

Gap Analysis

Step 4:

Priorities

Step 5:

Performance


External scan

External Scan

Determine the most important environmental factors expected to affect workforce capacity.

Step 1:

Perspective

  • Current workforce trends among competitors

  • Demand and supply of employees in growing occupations

  • Current and projected economic conditions

  • Technological advancements Sources of recruitment

Step 2:

Scan

Step 3:

Gap Analysis

Step 4:

Priorities

Step 5:

Performance


Conduct a gap analysis

Conduct a Gap Analysis

What are the organizations current and future HR needs?

Step 1:

Perspective

  • Do you foresee a skills shortage?

  • Will changes in program delivery require the acquisition of new skills?

  • Do you have enough qualified middle managers?

  • Conduct a risk assessment on elements of the scan critical to your organizations success.

Step 2:

Scan

Step 3:

Gap Analysis

Step 4:

Priorities

Step 5:

Performance


Set hr priorities

Set HR Priorities

What are the major HR priorities; and What strategies will achieve the desired outcomes? Work plans may include strategies on:

Step 1:

Perspective

  • Recruitment/Staffing/Retention

  • Organizational Design

  • Change Management

  • Leadership Development

  • Performance Management

  • Competency/Skills Development

  • Succession and Contingency Planning

  • Compensation

  • Labor Management Relations

  • Values and Ethics

Step 2:

Scan

Step 3:

Gap Analysis

Step 4:

Priorities

Step 5:

Performance


Measure monitor and report on progress

Measure, Monitor and Report on Progress

Step 1:

Perspective

  • Develop clear and measurable HR-related goals.

  • HR performance measures should align with indicators in the business.

  • Put systems in place to track performance indicators and analyze cost benefit.

  • Performance indicators should inform your priority setting for the next fiscal year.

Step 2:

Scan

Step 3:

Gap Analysis

Step 4:

Priorities

Step 5:

Performance


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