seat at the table class 1 know the biz toolkit · seat at the table - toolkit strategic hr business...

SEAT AT THE TABLE - TOOLKIT

Strategic HR Business Partnering

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Seat at the Table Business Partner Toolkit Created by:

Dana Meyer & Stephanie Hartman

Course Overview – 6 Modules

1. Learning the Business

2. Communicating with Confidence

3. Effective and Appropriate Use of Influence

4. Building Trust and Credibility

5. Systems Thinking & Strategic Planning

6. Managing Organizational Change

Stephanie L. Hartman I [email protected] I 541.490.3363 I

Catalyst Performance Consulting, Hood River, OR

Dana Meyer I [email protected] I 805.453.8591

Dana Meyer Consulting, Santa Barbara, CA



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Module 1 - Learning the Business

Course Objectives Translate business priorities by integrating HR expertise and business knowledge, using a needs discovery model.

A. Introduction to a Strategic HR Business Partnering blueprint

B. Know your partner’s business (vision, strategy, goals and values)

C. Speak in the language of business

D. Partner in the assessment of business needs, and HR implications, throughout the strategic planning process; use high yield questions to identify top priorities, drivers and metrics

E. Align business and HR strategies with clear goals to optimize resources

Tools & Resources:

1. HR Business Partnership Defined

2. Strategic HR Business Partner Blueprint

3. Self-Check Worksheet

4. Learning the Business Guide: Increasing Your Business Acumen

5. 90-Day Action Plan

6. Informational Interviews: Sample Questions

7. Leadership Discussion: Preparation Checklist

8. Business Need Discovery Model: Conversation Map with Sample High-Yield Questions

9. Conversation Map

10. Post Leadership Meeting – Self Reflection Checklist*

11. Align Business & HR Strategies



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Strategic HR Business Partnership Defined Partnering can be defined as…Working with business leaders to help a business anticipate and adapt to changing environments. Working with your business leaders to jointly solve business problems and achieve business results.

The ultimate goal is to …Achieve business results by being a trusted and strategic advisor to business leaders.

Throughout the course we will refer to business leaders as partners, clients and leaders.

HR Business Partner Skills - What you do…

• Specific abilities related to functional HR expertise

• Leaders expect HRBPs to know their function and consistently deliver results in their area

• Relatively easy to identify and develop through training

HR Business Partner and Leadership Competencies - How you do it…

• Competencies are behaviors or characteristics of an HRBP that are observable, measurable, and predictive of performance within a given role or job.

• Harder to identify and develop in an individual.

• Develop through a combination of training, coaching, mentoring and feedback.

Secret Sauce – know WHEN and how to balance 3 key roles*:

• HR Expert – advise, consult and manage on HR issues

• Pair of Hands – tactical support to get stuff done

• Collaborative – joint partnership to solve business issues

Adapted From: Block, P. (2011). Flawless Consulting (3rd Ed.)



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Strategic HR Business Partner Development Blueprint TM

The model integrates HR and Leadership skill and competency development at each stage of your career within a business environment.

Functional HR Development -‐ Classroom and Applied Learning • HR Skill Proficiency • Benefits • Hiring • Compensation • Staffing • Performance Mgmt. • Organizational

Effectiveness • Change Management • Employee Engagement • Cross-‐Functional

Awareness • Solid Work Experience • Perform / Engage

Soft Skill Development -‐ Experiential Learning, Coaching, and Reflection

• Leadership Behaviors • Interpersonal and

Communication Skills • Emotional

Intelligence • Networking • Relationship Building • Trustworthy/ Honest

/Ethical • Confident/Not

Arrogant • Self-‐Awareness • Constant Learner • Values Diversity

• Active Listener • Passionate/Inspires

Others Know the Business Development -‐ Reading, Classroom and Applied Learning

• Business Acumen • Know How to

Leverage Key Business Processes

• Understand the Industry

• Systems Thinking • Strategic Planning

Skills

Day-‐to-‐Day Focus for an Individual

Additional Filters for Individual

Advancement



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Strategic HR Business Partner: Self-Check Worksheet

Instructions - Use the list of characteristics to complete the following: § Circle the top 8-10 characteristics you consider to be your strengths § Underline the 3-5 you feel improvement on your part would enhance your effectiveness § How do you think your leaders, business partners, and colleagues would respond to

these same items? Why?

Here is a list of characteristics that are commonly used to describe effective partners, who are described as “trusted advisors.”

§ Understand the business and follows industry trends § Make valuable contributions to the business well beyond their functional role § Are trusted advisor and sounding board § Encourage two-way exchange of ideas and advice § Challenge the status quo and stretch the organization to grow § Hold confidentiality – sensitive information goes nowhere § Avoid politics § Have a strong network and know how to navigate organizational lines § Serve as the eyes and ears of the business. § Have an open door – willing to be imposed upon – any topic is okay § Create personal connections and talk about shared interests, not just business § Effectively mentor and coach others § Project a positive “can do” attitude § Demonstrate a peer attitude § Belief that they can and do add value § Willing to partner and share accountability – consequences as well as

recognition § Can think outside the box § Trusted and trusting…with accountability § Willing to take risks § Willingness and ability to give and receive honest feedback § Flexible/adaptable communication skills § Self-awareness § Authenticity § Fair/non-manipulative/no hidden agendas § Can operate without much structure and embraces ambiguity § Maturity, humility and self confidence § Consistent behavior – people know what to expect § Respects people where they are § Can work without a lot of hands-on management § Create a tone of safety to be open around with data; feelings, feedback,

expectations § Willingness and ability to confront and resolve conflict



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Learning the Business Guide: Increasing Your Business Acumen

Use this guide to increase your business and industry knowledge. Learn more about business priorities and look for ways to partner with leaders to solve key challenges. Learn About the Business & Key Competitors § Overview of the business vision, mission and top priorities, including the current strategy or market

plans to achieve results. § The business model for the organization. How revenue and profits are generated. How the

organization provides value to its customers. § Operational metrics that are used to measure the health of the organization, including goals and

current actual results, i.e. revenue, return on investment, gross margin, market share, customer satisfaction, etc.

§ The business priorities and initiatives implemented to support the organization’s goals and requirements.

§ Core processes that are used to fulfill the organization’s mission and achieve the results needed, i.e. sales process, marketing process, etc.

§ Profile of the target customers for the organization’s products and services. § The products and services offered by your partner. § Primary competitors and various competitive pressures that the organization is facing. § The organizational structure and “who’s who” and map of key locations. § Areas of risk for the organization and how they are managed. § Human Resources’ perceived and actual impact on partner’s business results. Learn About the Industry of the Business § The marketplace within which the organization competes. § Organizations that are key players in the market. § The differentiators of the business partner’s organization from others in the same industry. § Forces and factors impacting the marketplace that are outside the control of your partners, but still

challenge their success. § Regulatory requirements of the countries in which the organization has presence. § Primary market segments that are sources for current and future customers for the industry and

organization. § Financial and non-financial benchmarks for organizations in the industry that are/can be used for

comparison. § Global factors that impact the industry Learning About the Team and Business Culture § The behaviors and results that are most and least valued and rewarded within the organization. § How the organization talks and models its core values. How inclusion and culture differences are

engaged throughout the organization § The people, processes and products that are considered “untouchable”. § Credible publications, news outlets and “thought” leaders. § Areas within the organization that are experiencing significant changes and why. § The documented process for performance management and what really happens. § How conflict is surfaced, addressed and resolved between peers and across different levels within

the organization. § The internal reputation of the organization and the people who work within it. § The business partner’s perception of you and of HR, and why. § How decisions are made, how information flows, and how the hierarchy and distribution of power is

viewed.

Sources: Adapted from content in Strategic Business Partner: Aligning People Strategies With Business Goals, Partners In Change, Inc. 2005 and Client Profile, MyndWorks Learning Network, Inc. 2003



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Learning the Business: 90 Day Action Plan

Using the Increasing Your Business Acumen worksheet, identify areas where you are knowledgeable about the business and areas you need to learn more.

Create a 90-day plan to close the gaps. Consider selecting 2 or 3 items from each section to learn more about the business, industry and culture.

In what areas are you the most knowledgeable about the business? In what areas do you need to increase your knowledge? 90-Day Action Plan: What specific actions can you take to gain the information you need? Circle the top 3 and assign a date to take the next step.



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Informational Interviews: Sample Questions

The purpose of informational interviews is to learn more about the business from the inside out. Schedule 30-minute one-on-one meetings with key stakeholders such as:

• Team Peers • Functional Leaders • HR Team Members • Employees (mix)

As appropriate:

• Senior Leaders • Key Customers and Suppliers

1. What are the top priorities for our business to succeed in the near term? Long term?

2. What are our strengths compared to the competitors? Weaknesses?

3. What made the business successful in the past? What keeps us from being more successful?

4. What are the top priorities for your organization/function? Biggest challenges?

5. What can HR do to support with those priorities? What can I do personally?

6. Who else would you suggest I speak with to learn more about the business (or a specific area)?

7. Modify questions for employees, customers and suppliers



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Leadership Discussion: Preparation Checklist

The purpose of the checklist is to help you prepare for an initial Discovery discussion with your business partner. Answering the questions below will illustrate what you already know about the situation and where you are missing information. This will help you know where to focus your time and energy in the discussion.

q What is the partner’s presenting need? q What’s driving this need? q Is this a new need or a recurring need? q What has the business partner done to try to address the need, and what were the

results? q What role is the business partner playing that contributes to the situation? q What is my current relationship with this business partner? q What key differences are present? q How open is this business partner to engaging in inclusive dialogue? q How is this business partner defining success for this work? How will it be measured

objectively; subjectively? o Task perspective o Relationship perspective

q What will it take to achieve success? o Access to individuals; information o Time o Financial resources o Individual effort o Other resources

q What are the consequences of not taking action; of acting and failing? q How will we hold each other accountable for our commitments? q How does this fit into the partner’s key business goals and strategies? q What resources are available? q Who else will be impacted and/or needs to be involved and informed? q Who are potential allies? q Who and where are sources of resistance? Why? q What is the projected end date of my involvement? q Is this something I can commit to?

o Capability o Capacity

q Can I afford to be seen as saying “no”? q What do our Working Agreements need to be?

o Roles and responsibilities o Communication o Decision Making o Contacts and communication




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Business Need Discovery Model: Conversation Map with Sample High-Yield Questions

The purpose of this guide is to help you prepare high-yield questions to get the information you need to accurately fill in the Conversation Map. A sampling of high yield questions is included in each cell of the performance map to provide guidance on the types of questions one could consider to collect information for the given section.

STATED NEED AND DRIVERS What needs to be accomplished and the driving forces

§ What do you want to accomplish or change? And by when? § Why is this an important goal at this time? § What are the driving forces behind this goal (challenges, opportunities)? § What is already happening related to this situation?

TARGET AUDIENCE Groups of employees who contribute to the success of the goals

§ Which employee group(s) will most directly contribute to the achievement of this goal through their performance?

§ What other groups might impact the achievement of this goal? § What are the demographics of the employees in this group (e.g., key issues, concerns, etc.) § Are there other stakeholders we should consider? § Who else might provide perspectives/support/information outside of the primary group that

provides an important viewpoint?

SUCCESS LOOKS LIKE… CURRENT REALITY IS…

BUSINESS METRICS

Desired outcomes, measurements, deliverables

§ What does success look like? § How will you measure success?

(metrics and outcomes)? § What should the results be? And

by when? § What specific deliverables are

you looking for? § What does “done” look like?

Current results and measurements

§ What metrics and outcomes do you use currently?

§ What results are you getting now? § What anecdotal measurements do

you use? § What other things have been done to

address this?

TARGET AUDIENCE BEHAVIORS

What people need to do

(activities and behaviors)

§ What must people in this group do more, better or differently if they are to successfully support this goal (activities and behaviors)?

What people are currently doing (activities and behaviors)

§ What are they currently doing and why?

§ Are people clear about their roles and responsibilities?

§ Do they have the skills needed to do the work well?

§ What skills are they lacking?




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INTERNAL EXTERNAL

BARRIERS

Hinders desired performance

§ What forces or factors inside the organization will challenge the achievement of this goal?

§ Of these forces or factors, what do you have control over?

§ What is out of your control? Is there anyone that can help you access the control?

§ What do you have influence on? § What is outside of your realm of

influence? Who has influence that you can leverage?

§ What forces or factors outside the organization will challenge the achievement of this goal?





ENABLERS

Supports desired performance

§ What forces or factors inside the organization will support the achievement of this goal?





§ What forces or factors outside the organization will support the achievement of this goal?





SITUATIONAL CONTEXT

Key issues and priorities; cultural considerations; potential unintended consequences; etc.

§ What are the biggest issues you are facing in…? § What issue matters the most to you? Why? § In your opinion, what are the undercurrents or unsaids that will impact the work that needs to be

done? § What do you want to make sure does not happen? § What are you most concerned about as it relates to this work? § What benefits or difficulties have you experienced in managing through similar projects/situations? § What do you see as potential solutions? Why? § What additional information do you need in order to make good decisions? § How does this work impact/affect…? § If you were to do ___, what other things will be impacted? (potential unintended consequences) § What do you see as the next steps?

ADDITIONAL INFORMATION

§ What else do I need to be aware of?

§ What additional information do you think I need?

§ What else do I need to know?




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Conversation Map The purpose of this guide is to help you gather information that accurately describes the project and situation you are working on. It also provides a visual illustration of where you are missing information.

STATED NEED AND DRIVERS

What needs to be accomplished and the driving forces

TARGET AUDIENCE

Groups of employees who contribute to the success of the goals

SUCCESS LOOKS LIKE… CURRENT REALITY IS…

BUSINESS METRICS

Desired outcomes, measurements, deliverables

Current results and measurements

TARGET AUDIENCE BEHAVIORS

What people need to do

(activities and behaviors)

What people are currently doing (activities and behaviors)



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INTERNAL EXTERNAL

BARRIERS

Hinders desired performance

ENABLERS

Supports desired performance

SITUATIONAL CONTEXT Key issues and priorities; cultural considerations; potential unintended consequences; etc.

ADDITIONAL INFORMATION



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Post Leadership Meeting: Self Reflection Checklist* Use this post meeting reflection checklist as a tool to assess the effectiveness of your discussions with your leaders and determine ways to improve your skill and confidence.

1. � What is your overall reaction to how the discussion went?

2. � Did you meet your objectives?

3. � Did your business partner get their objectives met?

4. � How would you rate the following aspects of the meeting?

Leader HR Business Partner

� Balance of participation? 100% _________ 50/50 ___________100%

� Who initiated? 100% _________ 50/50 ___________100%

� Who had control? 100% _________ 50/50 ___________100%

5. What resistance or reservations did the client express?

a. � Which did you explore directly, in words, with the client?

b. � Which did you not really explore?

c. � What facial and body language did you observe?

d. � How were the leader’s concerns expressed? (silence, compliance, challenging,

questioning, faking agreement, giving answers, directly in words, etc.)

6. What reservations do you have about the contract?

a. � Which did you put into words with the client?

b. � Which did you express indirectly or not at all?

c. � What was the result?

d. � How did you give support to the client?

7. � How would you rate the client’s motivation / commitment to proceed?

8. � How would you rate your own motivation / commitment to proceed?

9. � Review “Planning a Contracting Meeting” with your leader. Did you skip any steps?

a. � Which ones?

b. � Why do you think that happened?

10. � What would you do differently next time?

Source: Adapted from “Flawless Consulting”, Peter Block, Reviewing the Contracting Meeting, Checklist #4


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Align Business & HR Strategies: Win-Win Approach Use this guide to identify opportunities to better align business and HR strategies and increase collaboration across functional and with employees to focus efforts and maximize results.

Business Need

§ Use information from Discovery meetings with leaders

§ Look at changing business conditions and identify what is needed to operate with optimum agility, speed and efficiency to achieve the strategy.

Employee Need

• Look for ways to actively engage and motivate employees to help the business succeed.

• Provide clear links between the business strategy and employees’ goals. Goal: “Connecting the Dots” between strategic business objectives and individual performance helps employees understand and take pride in their role in company success. PLANNING - “Agree upon the top priorities”

• Senior Leadership • Strategy • Sales & Marketing • Finance

• HR Business Partners • Communications • Employee Groups

IMPLEMENT - “Align top priorities from the top down” in a way employees at all levels can understand.

MEASURE - “Measure progress along the way”

• Surveys • Focus Groups

• Business Metrics

Business Strategy

Business Goals and Priorities

Program/ Functional Goals

Departmental or Team Goals

Individual Goals: - Performance Development - Long Term Career Plan


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Notes:

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