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1、HRs New Role Becoming a Strategic Business Partner,November 2005,ODN National Conference Minneapolis,Mercer Delta Consulting,Overview,Brief Description Of Mercer Delta Consulting (MDC) HR Transformation and the Evolution of the HR Business Partner Concept What It Takes to Be An Effective HR Business
2、 Partner Using Diagnosis to Transform Relationships and Opportunities Staying Focused on Issues that Matter to the Business Delivering Changes That Make a Real Difference Some Examples of Doing It Well Next Steps,Mercer Delta Consulting,Mercer Delta Clients,Executive leadership at the public-company
3、/enterprise level Includes CEOs, COOs, Executive Teams, and Boards Relationships extend out into the organization $1 billion+ enterprises and smaller high-growth companies Recognizing the need for change Aware of own limitations Looking for assistance,Illustrative Client Companies,s,Mercer Delta Con
4、sulting,Creating Knowledge,HR Transformation and the Evolution of the HR Business Partner Concept,Mercer Delta Consulting,The Promise of HR Transformation,Substantial cost savings through the automation and outsourcing of routine transactional work and the creation of shared services More complete,
5、accurate, and useful information management through the creation of comprehensive, all-encompassing databases and HRIS systems Enhanced accessibility and self-service through 24/7 online and call center support for routine operations Uniform policy application across locations due to centralization
6、of decision-making in shared systems Enhanced capabilities through centers of excellence for non-routine work Freed from the routine work, a new role for HR generalists as strategic business partners,Mercer Delta Consulting,From Personnel to Business Partner,Mercer Delta Consulting,Evolution of Orga
7、nization Development,Mercer Delta Consulting,Ulrichs Human Resource Champions (1997),Four Roles for HR Administrative Expert Employee Champion Change Agent Strategic Partner,“When HR professionals work as strategic partners, they work with line managers to institute and manage a process that creates
8、 an organization to meet business requirements.”,Mercer Delta Consulting,Examples of Critical Capabilities From Ulrichs Human Resource Champions,Align performance measures to strategic priorities Attract and retain high-caliber people Be the technology leader in the field Create a shared mindset Cre
9、ate capacity for change Demonstrate cultural flexibility Ensure trust between leaders and workers Form alliances with a variety of organizations Have a culturally diverse workforce Think and act globally,Have dominant distribution channels Have committed employees Identify and develop the next gener
10、ation of leaders Improve speed, cash flow, profitability, and productivity every year Innovate and learn more quickly than competitors Maintain good investor relations Manage financial management systems Take risks Work in a boundary-less way,What It Takes to Be an Effective HR Business Partner,Merc
11、er Delta Consulting,Becoming a Strategic Business Partner,Knowledge requirements Using diagnosis to transform relationships and opportunities Staying focused on issues that matter to the business Delivering capabilities that make a real difference,Mercer Delta Consulting,Business Partner Knowledge R
12、equirements Examples,Strategic,Operational,Business,HR,Compensation/benefits Recruiting Hiring/firing Data reporting Performance assessment Succession planning Relocation Orientation and training Labor law Merger integration Policy/fair treatment,Talent planning Talent development Performance manage
13、ment Executive succession Executive compensation HRIS Shared services Outsourcing/offshoring International law Acquisition assessment Managing diversity,Quality Productivity/lean manufacturing Cost-reduction Process reengineering Supply chain management Work redesign Customer management Product deve
14、lopment Change management Metrics/balanced scorecard Team effectiveness,Strategic alignment Organization architecture Globalization Enterprise integration Acquisition planning Organizational learning Executive development Cultural integration Change leadership Capability creation Board relations,Usi
15、ng Diagnosis to Transform Relationships and Opportunities,Mercer Delta Consulting,Diagnosis,Provides a powerful way of working with business leaders Involves a process and a set of principles Repeats whenever new opportunities emerge Helps transform relationships,Mercer Delta Consulting,The Diagnost
16、ic Process,Scouting and Agenda Setting,Implemented Streams - Examples,Organization Architecture Culture Change Executive Team Performance Leadership Development,Relationship Building,Contracting,Data Collection,Organizational Diagnosis,Data Feedback,Streams of Work,Mercer Delta Consulting,Data Colle
17、ction and Analysis,Dialogues - centerpiece of data-collection strategy Input from business leaders on organizational issues and concerns Confidential, one-on-one discussions Structured process for interviewing, recording, analyzing, and reporting interviews with business leaders Results must feature
18、 powerful findings captured in the organizations own words,Mercer Delta Consulting,Collaborative Organizational Diagnosis,Information,What do we see?,What does it say?,What does it mean?,What do we do?,HR Business Partner,Business Leader,Mercer Delta Consulting,Core Principles,Process Steps,Core Pri
19、nciples,BL Ownership,Collaboration,Iterative Learning,Interpretive Diagnosis,Change Leadership Skills,Getting Started,Data Collection,Data Feedback,Streams of Work,Organizational Diagnosis,Mercer Delta Consulting,Six Dimensions of Relationships That Enable Change,Source: Carucci and Pasmore. Relatio
20、nships that Enable Enterprise Change, Jossey Bass, 2002,Interpersonal Agility,Courage,Personal Investment,Building Trust,Collaboration,Advocacy,Staying Focused on Issues That Matter to the Business,Mercer Delta Consulting,Staying Focused on Business Issues,What are the issues that matter? Whats keep
21、ing business leaders up at night? Whats the “moose on the table” regarding the future? What drives the bottom line? Changing how you spend your time and attention Not getting pulled or pushed back into the old HR box,Delivering Changes That Make a Real Difference,Mercer Delta Consulting,Congruence M
22、odel,Mercer Delta Consulting,Two Key Challenges,Creating a new strategy that seizes market opportunities and makes full use of the organizations competitive advantages,Designing an organization that supports the full and effective execution of the new strategy,Some Examples of Doing it Well,Mercer D
23、elta Consulting,Strategic Business Partners Par Excellence,Noel Tichy/Steve Kerr,Richard Antoine,Mercer Delta Consulting,Business Partner Career Paths Examples,Strategic,Operational,Business,HR,Compensation/benefits Recruiting Hiring/firing Data reporting Performance assessment Succession planning R
24、elocation Orientation and training Labor law Merger integration Policy/fair treatment,Talent planning Talent development Performance management Executive succession Executive compensation HRIS Shared services Outsourcing/offshoring International law Acquisition assessment Managing diversity,Quality
25、Productivity/lean manufacturing Cost reduction Process reengineering Supply chain management Work redesign Customer management Product development Change management Metrics/balanced scorecard Team effectiveness,Strategic alignment Organization architecture Globalization Enterprise integration Acquis
26、ition planning Organizational learning Executive development Cultural integration Change leadership Capability creation Board relations,Business Partner,Strategic Business Partner,HR Generalist,HR Executive,HR Specialist,OE Professional,OE Executive,Next Steps,Mercer Delta Consulting,Next Steps: Wha
27、t You Can Do,Make it personal Begin with conversations and diagnosis Build stronger relationships Stay focused Measure impact of changes on business results Commit to learning,Mercer Delta Consulting,We Could All Stand to Learn More About,Developing extremely effective leaders Creating more flexible
28、 but still high-performing organizations Working globally, virtually, horizontally, and spontaneously Inventing and implementing new business models in old companies Changing cultures: making customers, values, and integrity real Organic growth Leveraging diversity for business results Strategic design China and India,