julie shearman - case study: connecting to purpose - workforce planning in a mission-based...

1

Connecting to Purpose - Workforce Planning in a Mission-Based OrganisationJulie Shearman - National HR Director - Heart Foundation, MasterPlan Conference: March - April 2014

1

Saturday, 15 March 14

2

What we’ll cover todayFraming The Presentation - A Working Definition and Features of Purpose-based Workforce Strategy- The Changing Face of HR

The Case Study2012 - Our First Year

The HR Measurement Journey Starts Here2013 - Developing the First HR Group Plan

Our Goal - Workforce Strategy Linked2014 - Three Years On The Journey Cont inues - Putt ing Strategy & Workforce Potent ia l together

2


The importance of Culture:“Culture eats strategy for lunch. You can have a good strategy but if you don’t have the culture and enabling systems to implement that strategy you will fail.”Dick Clark, CEO Merck USA


The Degree & Impact ofChange:“People over-estimate the amount of change in 2 years and under-estimate the change in 10...” Bill Gates, Philanthropist


5

What we’ll cover todayFraming The Presentation - A Working Definition and Features of Purpose-based Workforce Strategy- The Changing Face of HRThe Case Study2012 - Our First Year• The HR Measurement Journey Starts Here2013 - Developing the First HR Group Plan• Our Goal - Workforce Strategy Linked2014 - Three Years On • The Journey Cont inues - Putt ing Strategy & Workforce Potent ia l together

2


Making a difference since 1959

• Vital research• Helping health professionals

• Guideline development• Support for patients• Community education• Advocacy

Our story


Our purposeTo reduce premature death and suffering from heart, stroke and blood vessel disease.

We want to make a difference to heart health, by working with the community to help Australians live healthier lives.

To do this - research, metrics and data inform everything we do.


For All Hearts Our Goal


9

A Working Definition: Purpose - Based Workforce Strategy:Designing & aligning present and future workforce strategy to deliver business outcomes, engage stakeholders and enable, (increase) value-chain delivery.... Julie Shearman 2014...

Key Features:Values-basedWorks to Build TrustOrganistional EquityHR relational and Others in relational roles...CulturalLeadership - enabledFuture-forward

7


10

The Changing Face of HR• Business Partnering• Change resilience and / or Change Champion• Moving towards - workforce organisational insight• Building future-fit Leaders who understand HR in their D&A• Custodians of workforce Organisational Equity• Our core Organisational Values - (building trust)

7


= Beyond a healthy culture to an agile & change hardy one

= Delivering Organisational Insight to meet current & future challenges

= Building tomorrow’ s leaders who see business as an applied HR discipline

= A key stakeholder in building organisation & brand equity

The changing face of HR Bridge Research

From

The people functionShort-term onlyBeyond engagement

Driving sustainable performance Future-proofing cultureOrganisational commentators / guardiansMeeting the talent agenda

To


8

Towards Organisational Insight


9

HR’s journey

Service Driven

Process Driven

Insight Driven

EfficienciesStream-liningMore with lessProcess ownership

Service functionReactiveService ExcellenceDelivery focus

Future-focusedChallengesNavigating the course Strategy & TacticsRelationship Partner


14

2012:Our Case Study starts here....• Our Metrics Journey starts here.. • Key challenges for The Heart Foundation• Key challenges for The HR Director Role• Our Core Organisational Values• Our First HR Business Group Plan

7


15

Our Workforce Metrics JourneyA Case Study2012 - Our First Year• The HR Measurement Journey Starts Here• A Conversat ion - Engaging our Corporate Leaders • Ident i fy ing our Organisat ional Values• Redef in ing our Measures2013 - Developing the First HR - Business Group Plan• Our Goal - Workforce Strategy Linked• Our Four HR Group Object ives - Workforce Strategy dr iven• Extending Our Values-based Leadership Program - Strategy Enablers 2014 - In Our Third Year • The Journey Cont inues - Putt ing Strategy & Workforce Potent ia l together

2


16

2012:Our Metrics Journey Starts here...Key Challenges across the NFP sector

1. Heart Foundation - A Leading NFP 2. A fast-growing sector3. A Federated organisation with high levels of complexity - multiple CEO’s - and devolved decision-making and regulatory structures4. Focus on efficiency and doing more with less5. High change context

7


17

2012:Key Challenges - HR Director Role1. Multiple Reporting structures2. National Reporting responsibilities3. State Reporting responsibilities4. Multiple Committee Reporting 5. Commencing HR-led Workforce Reporting, Analytics and Planning6. Starting the Conversation...

7


18

2012:Kick-OffOur Metrics and Workforce Strategy - the conversation begins... Our two questions:

- Are we measuring the right things? - Are we asking the right questions?

An engaged Senior Leaders conversation - CEO’s - about the ‘what’ ‘how’ and ‘why’

7


19

2012:Our Leaders Redefine our Workforce Measures

The Result: Our Top Five CEO’s Priorities & Insights...

1. ‘We can only manage what we measure’ - (Workforce)2. ‘One size does not fit all - in fact - it fits no one’ Local / Global - customisation in implementation3. The importance of the local HR Relationship - Next level - HR Business Partnering4. The importance of Leadership - building trust5. ‘Year on Year’ underspend - overall L&D budgets - using it better

13


4

2012:Our Organisational ValuesThese Values are Purpose-based

Our Leadership Value:Visionary

Our Learning and Change Values:Collaborative and Dynamic

Our People Values:Passion and IntegrityOur Values + Our Strategy + Our Code of Conduct


21

2013:Developing the first HR Group Plan• Our Goal - Strategy Linked• Our Four HR Group Objectives• Our Core Organisational Values• Our Values-Based Leadership Program• Picking up the Performance Conversation

7


3

2013:Year Two - The HR Business Strategy Plan

Our Four Objectives:- Launch The Business Partner Network Deliver Quarterly Metrics Dashboard & HR Business Plans - Deliver HF Values-based Leadership Program 2014 in Review – next stage extension - Deliver Best Practice / integrated HR Frameworks Remuneration, Capability, and Performance

- Consulting - Turn-around performance gaps


©2008 National Heart Foundation of Australia

purpose

presence personaliselegacy

people

key

opportunity

developmentsuccess

attitude

behaviours

sustainabledimensions

enabling

effective


24

2014:Year ThreeThe Journey Continues...

Putting Strategy and Workforce Potential together

13


8

2014:The Journey Continues...Putting Strategy & Workforce Potential together

1.The 2014 - 2015 Plan - in development. All 2013 Objectives successfully delivered

2. We will continue to measure four core HR areas: Workforce Profile HR operational measures Culture & Capability Compliance Measures

3. Year 3: Integrating Climate Survey data, (VOICE - Engagement Survey) Leadership Measures, (Values-based) = Engagement + Leadership + Performance

4. HR Director Led - Implementing Online Performance


26

Q & A:Happy to answer any questions

Benchmarking always welcomeExamples:

Sharing The Leadership Journey

WHS and Compliance areas

All areas - open for discussion...

7


Our new strategy document


julie shearman - case study: connecting to purpose - workforce planning in a mission-based...

Recruiting & HR