seat at the table
DESCRIPTION
What does it mean to have a "Seat at the Table?" do you really want one?TRANSCRIPT
For A SEAT AT THE TABLE
MANAGING YOUR CAREER
Survey Question1. What is THE most critical characteristic or behavior for
successful future leaders?
2. What is THE most critical characteristic or behavior for successful HR executives?
Please write your answer and forward it to the middle for collection. The results will be shared at the end as well as a recent survey of Sr. Executives (first question).
Market conditionsCorporate integrity waning
Financial Pressures from lots of direction
Corporate character challenged
Longer process for things to happen
HR viewed as a Cost Center in many organizations
Candidates expected to jump through hoops
Anything goes???
HRHR as a strategic player
Management Development
Performance Management
Hiring and Recruiting
Employee Retention
Employee Recognition
Employee Communication
Discipline and Termination
Benefits and Compensation
Policies and Procedure
HR Roles
More HR roles
It’s no wonder there is a high stress level and burnout when there are so many things to do and yet, we still want a seat at the table! How can you take on more?
HR as Caregiver: so busy taking care of everyone else, we forget to take care of ourselves.
You know what you need to do
“though the voices around you kept shouting their bad
advice”
-mary oliver “the Journey”
Your StoryCommon threads to all storiesMarket conditions continue to changeListen to our livesLearn from each other
What is a Seat at the Table?No real data on this at SHRM
Merely my opinions from research and interviewing SVPs of HR with major companies and consultants
Learn from each other
Walk away with a few ideas to help your career
What is a “Seat at the Table?”
Questions to ponder….Why do you want a seat at the table?
Are you willing to put forth the effort and commitment to earn a seat at the table?
How does your organization view the HR function?TransactionalStrategic
What challenges are you facing now where your expertise can go beyond HR?
What activities will your organization value in the future?
Defining a Seat at the TablePriest, fireman, social worker, therapist…
There is no formula
All about building credibility
Respect will have to be earned
You won’t have all of the answers
Solve and resolve a problem without putting them through all of the processes we have to go through in HR.
More Seat at the Table thoughtsIn each situation how do I add value
Compliance, Legal, Integrity, Protect organization, Why even have a policy if you’re always going to make exceptions…Policies reflect the organization, then a new financial instrument doesn’t fit…
Critical thinker and a pragmatic problem solver
TRUSTED ADVISOR
Case Study -- groups of 5-7Company ABC
Compliance issue with the SEC with Chairman/Founder/CEO and CFO – collectively some “bonehead” things.Company had a strong legacy with regulatory issues with the SEC and other bodiesFounder of the organization is Chairman/CEO a little bit of a cowboy and recklessCorporate Integrity is challenged within the organization and with shareholders
How would you work through these issues? Steps? Thoughts? Impact on the organization? Process?
Major Turnaround by SVP HRMoved quickly and decisively
Maintained Integrity of individuals
Split CEO and Chairman role for governance
Hired a new CEO
Replaced Board Members and formed a new board
Eventually replaced Chairman
Communicated throughout the organization especially once the new CEO was hired
Trusted Advisor
Did not use metrics and analytics only soft skills
Challenged by CEO -- Implementation
Dave Ulrich
HR VALUE PROPOSITION
Ulrich gets most of it right in his assumptions with the HR Value
Proposition, but perhaps or arguably misses one key ingredient or
assumption….(my opinion only for debate purposes)
HR Value Proposition
HRValue Proposition
Knowing External Business realities
Serving External
and Internal Stakeholder
Crafting HR Practices (people,
performance, information
and work
Building HR Resources
(HR Strategy and
Organization”
Ensuring HR Professionalism
(HR roles, competencies
and development)
Adapted from Ulrich (2005)
External business realitiesTechnology
Economics
Trends
Globalization
Demographics
customer
Internal StakeholdersPolitics of your organization
Customers
Investors
Managers
Employees
Crafting HR PracticesPeople
Performance
Information
Work
Building HR ResourcesHR Strategy
Organizational Strategy
Ensuring HR ProfessionalismHR Roles
Competencies
HR professional DevelopmentHow do you develop executives?What is your succession plan within HR?
What is your development plan for yourself?
Framework for change…Set the parameters with a business implication from an HR perspective
Analysis (i.e., SWOT, GAP, Interview stakeholders)
Collaborate and define the outcome
Investment and Commitment
Monitor (metrics) how are we doing?
What can you do?Examine your role within your organization.
Get out of your transactional comfort zone.
Work on and Improve the soft skills.
Understand the mission of the CEO and approach HR from a business perspective.
Target key projects and interests where you know you will make a difference with a special project.
Look for opportunities to align people, processes, mission and values for business success
Use metrics and analytics to make better decisions.
What else can you do?Get an MBA and focus on the business first and HR second.
Understand all of the departments and their challenges by working in all aspects of the organization.
(stuck in search, benefits or employee relations)
IF HR is not valued within your organization, you will need to consider changing employers to reach your destination or gain the experiences you need to grow your career.
HR Competencies
Strategic Contribution
HR Technology
Business Knowledge
HR Delivery
TRUSTED ADVISOR
What is a typical Business Approach to Value Proposition
Business Case and Value PropositionProduct
&
Service Offerings
Customer & Market
Operational Excellence
Based on model developed byTreacy & Wiersema,Harvard Business Review,Jan-Feb. 1993
Successful Business Case Components (Value Proposition)
Value Proposition Current situation
Define problem(s)
Describe implication(s)
Recommend solution(s)
Recommend Strategic Action PlanCreate roadmap/timeline
Define resource requirements
Identify “high impact” opportunities
Outline appropriate knowledge sharing approach
Define measures for success
Develop deployment plan
Secure Executive Sponsors
Parallel activities
Identify Business OpportunitiesPain Points within your organization are Business Opportunities
Analysis – conduct interviews, SWOT, GAPBrainstorm – “blue ocean” solutionsEvaluate for readiness, business value and interventionIdentify passionate stakeholdersApply critical thinking throughout the organization
Soft Skills and a Trusted Advisor will lead the way
Why do we MeasureMeasurement has the power to focus attention on desired behaviors and results.
To tie the measures that matter to the organization
Measures can provide:assessment and baseline informationlink strategy and tacticsindicators of what is important (desired behaviors and outcomes)feedback to guide changebasis for a business case
Potential areas of MeasurementFinancial
Customer
Employee
Market leadership
Innovation and learning
Retention (customer and/or employee)
Operational effectiveness
Community
Projects
Cause and EffectIf learning improves, then internal processes improve
If internal processes improve, customer value increases
If customer value increases, financial performance improves
In the final analysis, financial performance of the organization is
the ultimate evaluation of any business strategy.
“Success Simplified”
HR
Employee Company Fully Engaged
Organization
Are you practicing HR the way you want?
What skills or traits will drive HR in the future?
What skills or personal development do you need to impact your organization and grow your career?
Seat at the Table: a Trusted Advisor that focuses on the needs of the organization from a business perspective with an eye on organizational development, people, HR Strategy, Processes and compliance.
Taking Charge of Your Development
Self Awareness
Opportunities to Grow
Personal vision
Proactive stanceThe person YOU
want to be
Create a learning environment
Adapted from Morgan McCall, Jr.
Awareness begins withKnowing Your Strengths
Assessment (M-B, DISC, Hogan, Birkman, et. Al)Coach, Mentor360 Profile
Knowing Your WeaknessesExtension of your strengths?Companies may exploit strengthsCareer limiting or derailment
Recognize un- or underdeveloped areas for exploration
Purpose, Passion & Vision“You have the right to have meaningful work”(dampier)
Who are you in community?
Who are you at work?
What do you want?
What do you believe in?
What do you stand for in yourself or others?
What are your core beliefs and values?
Tombstone Test – if you were to die tomorrow how do you want to be remembered?
How do you choose to apply you talent & gifts?
Survey Answer - Intellectual AgilityCollect and gather information from different sources to provide new insights or meaning
Generate a number of solutions from simple to complex
Adapt thinking and process to different environments, perspectives and options
Work with new ideas or concepts including shifting paradigms
Maintain flexibility over time as solutions play out
Adapted and modified from RHR Int’l.
7 Keys to Career Transition1. Know your PURPOSE2. Manage your ATTITUDE3. Customize your Resume
4. Savvy Networking -Work by referral
5. PREPARE for the Interview
6. Exceptional Follow up
7. FAITH – persistence
Manage Your CareerRe-Awaken Your Passion for Work
Know when to leave
Work with a Coach or Mentor
Manage Yourself
Manage your Boss
Surviving Leadership
Closing ThoughtsSurvey response from audiences
BusinessHR
If anyone would like to participate in a group to address these career issues, please see me after the meeting or email me.
dampier Openings
OBJECTIVESDefine a “Seat at the Table”
Breakout and discuss a Case Study
Discuss the HR Value Proposition
Managing your Career for a Seat at the Table