colorado presentation 1 20 12

Strategic Competencies for the HR Leader: from Generalist to Business Partner

Return on Involvement™

2© Interaction Associates Inc.

Shifting work environments

Leadership in flux

Changing leadership priorities

Collaboration in many forms

Virtual work exploding

Global resources constrained

What’s happening inside your organization that is creating the need for HR Business Partners?

Trends that matter


What is happening inside your organizations that creating the need for HR Business Partners?

Be prepared to list your top 2

At your tables, discuss


Increased HR generalist skill andinterest in working strategicallywith leaders

Increased evidence that it works

Increased data that employeeengagement is directly related to business success; HR professionals acknowledged as experts

Business leaders’ lack of understanding of or interest in HR in this role.

Generalist responsibilities not reduced

Assumption that all HR professionals can make the shift

Forces for and Against the Transformation:

What’s the strategy for ROI?


strategic around engagement?

How can you be


What does ROI look like?

Engaged employees care about their work.

Involved employees share responsibility for results.

Focus on

Return on Involvement

We care

We’re in the game

We deliver


Your people are aligned around strategy and vision.

Business units collaborate well to drive results.

Successes are sustainable and repeatable.

Leaders engage people in decisions that affect them.

Collaboration accelerates execution.

The organization navigates change successfully.

You have a strong bench – you attract and keep the best talent.

You get strong ROI when:



HR Business Partners support leaders to reflect a common way of . . .

being ………………… LEADERSHIP CULTURE

thinking ………………… MODELS

communicating …… LANGUAGE

doing …………………… METHODS


What are the current forces for and against the transformation from Generalist to business Partner?

Be prepared to list your top 2 forcesfor and forces against

At your tables, discuss


SELF-AWARE STRATEGIC

ROIReturn on Involvement

HR Business Partners

COLLABORATIVE


COLLABORATIVE

STRATEGIC

HR Business Partners: Key Competencies

SELFAWARE

Personal and Interpersonal

Competence and Self Awareness

Coaching

Leading Change

Diagnosing Situations and

Designing Interventions

Facilitating Group Process

Building Business Partnerships

Business Acumen and Strategic

Thinking


Fidelity InvestmentsCurtiss WrightBoston Scientific

Sample Client Engagements:



INQUIRY TO SUPPORT STRATEGIC THINKING

Sometimes it is more effective to ask a good question than to make an advocacy. The following questions can help promote a strategic dialogue during meetings with your leaders.

DOMAIN SKILLS EXAMPLE

See Perceiving What are you sensing or feeling about this issue?

Scanning What other information is pertinent to the task at hand?

Tracking How has this phenomenon (e.g. behavior, dynamic, impact) developed or unfolded over time?

Envisioning What do you imagine is happening? What do you imagine for the future?

Connect Patterning What overarching pattern or theme might best describe what is going on here?

Hypothesis Creation

What conclusions are starting to emerge from this data?

Multivariate Analysis

How do all these different elements interrelate?What appears to be the primary variable?

Ideation What are the different ways we might think about or address this issue?

Focus Delineating What is and is not part of this issue (question, problem, challenge, or decision)?

Framing How might we define the issue at hand (question, problem, challenge, or decision)?

Calibrating How large is this issue for us? How does it compare to other issues in which we might invest our time?

Reframing What might be another way of looking at this issue?

Test Examining What data supports your thinking? What is known and what is conjecture?

Forecasting What do you envision happening?

Evaluating What are the strengths and weaknesses of each approach (e.g. hypothesis, suggestion, or advocacy)?

Your Questions

FY2011ELP

What Questions Do You Have?


http://www.medtronic.com/


INQUIRY TO SUPPORT STRATEGIC THINKING

Sometimes it is more effective to ask a good question than to make an advocacy. The following questions can help promote a strategic dialogue during meetings with your leaders.

DOMAIN SKILLS EXAMPLE

See Perceiving What are you sensing or feeling about this issue?

Scanning What other information is pertinent to the task at hand?

Tracking How has this phenomenon (e.g. behavior, dynamic, impact) developed or unfolded over time?

Envisioning What do you imagine is happening? What do you imagine for the future?

Connect Patterning What overarching pattern or theme might best describe what is going on here?

Hypothesis Creation

What conclusions are starting to emerge from this data?

Multivariate Analysis

How do all these different elements interrelate?What appears to be the primary variable?

Ideation What are the different ways we might think about or address this issue?

Focus Delineating What is and is not part of this issue (question, problem, challenge, or decision)?

Framing How might we define the issue at hand (question, problem, challenge, or decision)?

Calibrating How large is this issue for us? How does it compare to other issues in which we might invest our time?

Reframing What might be another way of looking at this issue?

Test Examining What data supports your thinking? What is known and what is conjecture?

Forecasting What do you envision happening?

Evaluating What are the strengths and weaknesses of each approach (e.g. hypothesis, suggestion, or advocacy)?

Interaction Associates’ Critical Capabilities for HR Business Partners Business Acumen &

Strategic Thinking Building Business

Partnerships

Diagnosing & Designing

Interventions

Facilitating Group Process Coaching Leading Change Personal and Interpersonal Competence and Self

Awareness

Level 1

• Scan situations for pertinent, critical information

• Organize information; categorize and “bucket” information

• Create robust hypotheses and conclusions

• Describe conclusions in a way that gets shared understanding & support

• Conduct effective multivariate analysis

• Project the impact/subsequent consequences of actions

• Quickly sense what will help or hinder achieving a goal, create focus.

• Provide productive feedback to clients

• Conduct explicit conversations with partners about expectations

• Make clear agreements about how you will work together

• Arrange to get explicit feedback from clients.

• Craft agreements that lead to early buy‐in and commitment to implementation

• Help partners articulate the organizational context and goals around situations and communicate the “big picture”

• Guide conversations to move beyond symptoms to root causes

• Apply analysis tools to discover the root causes of problem

• Use a systemic framework to guide questions for data gathering and diagnosis

• Map out projects with clarity around goals, milestones, deliverables, activities and appropriate stakeholder involvement

• Build common understanding and agreements based on full participation and informed discussion.

• Intervene in situations to minimize the impact of disruptive behavior while maintaining maximize engagement.

• Design group meetings that expedite the intervention process and lead to specific results

• Guide groups through conflict and differences of opinion to agreements. View conflict as opportunity; assess situations quickly; builds difficult agreements and settles disputes equitably

• Find common ground and solve problems for the good of all; can represent his/her own interests and yet be fair to other groups.

• Use Team Agreement Model to integrate many team member proposals.

• Identify coaching opportunities

• Create and articulate the desired outcome of the overall process

• Work with coachee to set realistic/measurable goals and implementation plan

• Work through a Strategic Coaching Process to ensure clear processes and outcomes

• Give and receive feedback in a way that builds trust and enhances performance.

• Make a compelling case for change in the organization

• Coach leaders through the design and implementation of change efforts

• Communicate the “big picture” surrounding a change effort

• Conduct an effective stakeholder analysis

• Develop an effective pathway for designing change

• Help others understand change and work their way through the phases of change (personal as well as professional)

• Lead the process of creating a detailed roadmap to implement the change

• Conduct effective stakeholder analyses to engage key leaders and secure long‐term buy in toward implementation

• Inquire and advocate effectively

• Initiate difficult conversations with partners and colleagues

• Find common ground and get cooperation with minimum dispute.

• Apply tools and guidelines for holding productive conversations, particularly in dealing with challenging, threatening issues

• Give and receive individual and group feedback in a way that builds trust and enhances performance

• Practice attentive and active listening; hear people out; can accurately restate the opinions of others even during disagreement.

• Present the truth in an appropriately, keeps confidences; admits mistakes; doesn't misrepresent self for personal gain.

Level 2

• Make decisions in a timely manner, sometimes with incomplete information, under tight deadlines and pressure

• Decide and act without having the total picture, handle risk and uncertainty.

• Use knowledge of the market, customers, and competitors to provide guidance in decision making.

• Use research/data to develop detailed understanding of customer needs.

• See ahead clearly, anticipate future consequences and trends

• Create competitive and breakthrough strategies and plans

• Understand P&L’s and balance sheets

• Develop a growth strategy, list hinge factors and complete pitfall analysis

• Present to executives without nervousness; anticipates how senior managers think and work. Design approaches likely to be seen as impactful.

• Provide feedback to executives and teams in difficult situations.

• Negotiate skillfully in tough situations, settle differences of opinion, win concessions without damaging relationships;

• Demonstrate range of communicating from direct and forceful to diplomatic.

• Accurately scope out length and difficulty of tasks and projects; set objectives and goals; break down work into the process steps; develop schedules and task/people assignments; anticipate and adjust for problems and roadblocks

• Develop a detailed “roadmap” for implementing complex projects, clearly depicting stakeholder involvement throughout the process

• Assign responsibility for deliverables and decisions; set clear objectives and measures; monitor progress, and results; design feedback loops into work.

• Use flexible processes; listen and check before acting; seek to understand the people and the data before making judgments and acting;

• Create strong morale and spirit in difficult situations.

• Foster open dialogue, lets people be responsible for their work, create a feeling of belonging in the team.

• Identify broadest view of an issue/challenge; describes future scenarios and discuss multiple aspects and impacts of issues.

• Take unpopular stands if necessary; encourage direct and tough debate

• Demonstrate effective inquiry in difficult listening situations

• Coach partner about strategic thinking and conclusions.

• Advocate point of view about business strategies

• Analyze your own patterns (and the patterns of others) in intervening and designing alternatives that lead to the achievement of intentions and goals

• Obtain resources (people, funding, material, support) to get things done; can orchestrate multiple activities at once to accomplish a goal

• Communicate a shared, compelling and inspired vision or sense of core purpose

• Deliver formal, executive business presentations settings with controversial topics‐‐ manage group process during the presentation and change approach midstream when something isn't working.

• Design a complex change process that: describes the final goals, structure a collaborative stakeholder process with clear milestones and decision making.

• Diagnose the role that HR plays in inadvertently contributing to intended or unintended consequences with business leaders

• Pick up on the need to change personal and interpersonal behavior quickly; watch others for their reactions and adjusts;

• Seek feedback; is sensitive to changing personal demands and requirements and changes accordingly.

• Doesn't hold back, provides current, direct, complete, and "actionable" positive and corrective feedback to others; lets people know where they stand

• Step up to people problems or situation quickly and directly; is not afraid to take negative action when necessary

© Interaction Associates, Inc.

colorado presentation 1 20 12

Business

methods interaction

business units

strong roi

yourstrategic thinking

strategic dialogue

generalist responsibilities

increased data

increased evidence