using assessment as a talent management strategy tim ngotho

PRE MASTER CLASS

HR CHALLENGE 2011

BY

Dr Lawrence S. NdombiRegional Leader, BPC

INTRODUCTION

LAWRENCE S. NDOMBI (Dr)

Lawrence is the Regional Leader, Business Partner Consulting ( BPC). He is a business leader with over 20 years of experience and a champion of HR. He is an alumni of Alliance High School and holds a Doctor of Business Administration ( DBA), a Masters of Business Administration ( MBA), a Bachelor of Commerce (B.Com) degree and a Post Graduate Diploma in Human Resource Management. He is a Fellow of the Institute of Human Resource Management (K) and also a Fellow of the Chartered Institute of Personnel & Development, UK . He was a Vice President, Human Resources, Unilever in Africa.He is the founding member and Program Director of the HIV/AIDS Private Sector Business Council and Championed the formation of Price Waterhouse Salary Survey Club. He helped set up many HIV/AIDS Business Councils in Africa.

He is serving and has served on many company boards locally and internationally.

THE HR COMPETENCIES

BUSINESS VALUE

PROFIT

GROWTH

SHAREHOLDER VALUE

OTHER STAKEHOLDER VALUE

BUSINESS EXPECTATIONS OF HR

Contributing to and part of Business strategy Enabling and part of the execution of business

plans

Delivering tangible commercial benefits to the business

The Back Drop: Changes in Business

Globalization Technology Demographics The Customer: From outside in

………And so what are the implications for HR

Implications for HR Importance—HR part of value equation Growth of the HR profession Demands on HR increasing

HR practices must deliver value HR departments have to change HR professionals must demonstrate

competence Increased differentiation and separation of

transactional and transformational work

THE CEO DEMANDS ON HR

•

HIGHEST DELIVERY

WHO IS HR IN THIS ?

The HR Business Partner

• Strategic partner, who shares the Vision and the Strategy.

• Shares the responsibility for the business goals

• Contributes fully to the business results.

REASON

Create an organization that can "win" in the market place.

• Minimum demand - business has the right people in the right place to drive the business strategy and achieve business goals.

• Required demand - understanding the business and presenting business solutions sometimes before they are even asked for !

Stakeholder Demand

For the business HR resources and capability focused on enabling GROWTH Improved margins through reduced overhead costs

For Line Managers Simplified policies and processes Improved support to help them lead their teams

For Employees Better, faster service levels and access to information Consistent and clear processes and deliverables

For HR Role clarity and refocusing of resources Greater job satisfaction in HR Some new roles/opportunities to grow & gain new skills

Strengthening HR Contribution Taking an interest in the key business

performance measures, for example, sales, costs, production, utilization.

Making sure that business partners are involved in the business planning process at the outset and that they are well prepared for planning meetings.

Setting the personal objectives of strategic HR Partners (and those in centres of excellence) so that they are aligned to those of managers in the business areas that they are assigned to.

Maintaining an on-going debate about how HR is performing. Ask the organization's leaders, line managers, HR professionals and other functions.

Strengthening HR contribution (ctd) All of HR should be listening to, and responding

to, its stakeholders. Use tools like 360 degree feedback and

customer satisfaction surveys to obtain a broad range of views on how well the HR function, including business partners, are fulfilling their role.

HR BUSINESS PARTNERING

Strategic Partner Aligning HR and business strategy: ‘organizational diagnosis’

Administrative Expert Reengineering organization processes: ‘shared services’

Employee Champion Listening and responding to employees: ‘providing resources to employees’

Change Agent Managing transformation and change: ‘ensuring capacity for change’

THE KEY ROLES

HR’s future role in the organisation – HR’s view

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9876543210

0 1 2 3 4 5 6 7 8 9 9 8 7 6 5 4 3 2 1 0 Administrative Expert

Employee Champion

Strategic Partner

Change Agent

We asked 50 HR managers from one company about the role of HR in their organisation

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9876543210

0 1 2 3 4 5 6 7 8 9 9 8 7 6 5 4 3 2 1 0 Administrative Expert

Employee Champion

Strategic Partner

Change Agent

We then asked 300 managers in the same organisation the same question

HR’s future role in the organisation – Line manager’s view

Role of HR specialists Provide functional guidance and advice

to managers. Develop and interprete HR policies,

procedures and systems. Provide timely good and timely advise to

line managers on options available. Provide tools and information to enable L

ine managers make informed decisions.

Who are Line Managers

Line managers are those managers to whom individual employees or teams directly report and who have responsibility to a higher level of management for those employees or teams.

Typically the management responsibilities carried out by line managers

day-to-day people management managing operational costs providing technical expertise organisation of work allocation and rotas monitoring work processes checking quality dealing with customers/clients measuring operational performance.

Specific people management responsibilities- especially of Line Managers Coaching, Mentoring, Counseling, Guidance

(Pastoral care). Performance management. Discipline , conflicts and grievances. Recruitment and selection. Employee learning and development Employee reward decisions Implementing HR policies/procedures and labour

laws Change Management Creating enabling environment

Change

Irreversible Future

Change

“ To discover new continents you must be willing to lose sight of the shore”

WISE TALK

“ THE DISTANCE DOES NOT MATTER IT’S ONLY THE FIRST STEP THAT IS DIFFICULT ”

- Madam Du Deffand

% TIME, EFFORT AND COST

HR TODAYSTRATEGYPERFORMANCE ENHANCEMENTTRANSACTIONSADMINISTRATIONHR FUTURESRATEGYPERFORMANCE ENHANCEMENTTRANSACTIONSADMINISTRATION

HR TRANSFORMATION SYNDICATE

TEA BREAK

What is HR Transformation?

Manage vendors, suppliers, budgets, and HR systems

Handle employee transactions and inquiries

Develop and deliver programs that enhance the organization's ability to attract, develop and retain superior performers

Maximise the performance of the workforcethrough alignment of HR activities and programs with the strategic direction and business needs of the organisation

Today Future

20%

20%

20%

Strategy

Admin

Performance Enhancement

40%

Transactions

HR Transformation

Underpinned by robust HR Information Systems

Administration

Transactions

Performance Enhancement

Strategy

40%

30%

25%

5%% Time, Effort, Cost

This changes the way we deliver HR

HR COMPETENCIES

The Critical HR roles The HR Competencies and skills

Operating Framework

Our Peoplepersonal growthteam growthorganisation growth

HR Business Partnersoverall HR accountabilityorganisation & leadership capabilityculture

HR Servicesupporttransactionstechnology

HR Expertisesingle approach solutionspolicies and systemsbest practice / knowledge

Policy interpretationProcess improvement

Individual, Team and Organisation Capability

Individual support and transactional enquiries

Solutions Development and activation

Performance Cost/Quality of service

HR ROLES- SYNDICATE

Basket Game

Leveraging HR’s Core Contribution Areas

Day to dayEmployee Relations

Personnel Records & Administration

Industrial Relations

Separations

OrientationEssential to keep

the Business Running

Benefits Administration

Highest Value areas to Help the Business Meet Its Objectives

Organizational CapabilitiesCulture

Enabling Change

Performance Management

Market-Driven Organizational Design Leadership Development

People Development

Knowledge Management

Important Areas to Make

More Effective/efficient

TrainingHR Information

ManagementBenefits DesignSourcing and RecruitingInt. Trans. Services

Compensation Design

InductionInternal Communication

..and Leaping from Support to Business Partners to Business Players..

HR

Tec

hnol

ogy

HR Delivery• Delivery

System & Development

• Structure & HR Measurement

• Recruitment & Staffing

• Performance Management

• Learning Management

• Reward Management

• Talent Management

Personal Credibility

• Effective Relationships

• Getting Results • Personal

Communication • Shape Culture• Fast Change• Strategic Decision

Making• Market Driven

Connectivity

Strategic Contribution

Business Knowledge

Source: adapted International HR Competency Study, University of Michigan 2002

LUNCH BREAK

HR COMPETENCIES &

DOMAINS

6 Domains of the successful HR professional

The New HRProfessional

Business Ally

Operational Executor

Strategy Architect

Talent Mgr & Org

Designer

Culture & Change Steward

Credible Activist

6 Domains of the Line Managers professional

HRFor Line

Managers

Capability Owners

Structure, Systems,

Processes, People, PoS.

Budget Owner/

Investor

Coach & Mentor

TalentCustodian

Culture & Change

Champions/Leaders

Grievance Handling- Open Door

FROM BUSINESS STRATEGY TO HR MEASUREMENTS

BUSINESS STRATEGY

STRATEGIC ALIGNMENT

HR MEASUREMENTS

HR SCORECARD

When you measure you increase your competency !

Group Exercise Work on a One -Page Snap-shot of an HR Score

card that you can share with the Company Leadership Team that will demonstrate a successful HR story at end of year

Assume you have 10 minutes only to tell your story..

(the Board of Directors present will be asking you tough questions!!!)

Think Headlines and the Metrics ( Picture of success)

What is easy & not easy to demonstrate and why??

What mechanism/framework shall you use to track/communicate progress against the score card?

THANK YOU