SHRM Strategic HR

Getting a Seat at the CEO’s Strategy Table North Central Florida Chapter of the Society For Human Resource Management

A little background: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Not an expert – just a lot of exposure

To get the HR perspective… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

The last time I was here… ,[object Object],[object Object],[object Object]

This did not make you very happy! “ Human resources strangles us with rules, cuts our benefits, and blocks constructive change. It has to do better.”

You shouldn’t just have a “seat at the table” you should be the one who helps build “the table.” ,[object Object],[object Object],[object Object],[object Object],[object Object],When you are seen as the key source for bringing in and growing world class talent – you will have incredible power because you will add massive bottom-line value.

Microsoft ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Lessons from 7 top CEOs ,[object Object],[object Object],[object Object],[object Object],[object Object],4 From: What the Best CEOs Know by Krames Dell, Welch, Gerstner, Grove, Gates, Kelleher, Walton = 696 B

Jack didn’t have a vision! GE = “Talent Machine”

Charlie Trotter’s Leadership Philosophy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

1993: 67B 277,000E 180C = (8.3B) 2005: 91B 329,000E 164C = 7.9B #10 / F500

The IBM 16 Billion Dollar Strategy: ,[object Object],[object Object],[object Object],[object Object]

2005 p/T @11.9B > p/F+GM+DC+VW+BMW

The Toyota Way ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Best People !!!!

“ When land was the scarce resource, nations battled over it. The same is happening now for talented people.” Stan Davis & Christopher Meyer, futureWEALTH

P ROBLEM 1 : Talent is damn hard to find

YOU have to be the key to talent in your organization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],20% on Admin… 50%+ on Workforce Management

By the way… ,[object Object],[object Object],[object Object],[object Object],[object Object],In other words, you need to be a very talented business person, who just happens to have an incredibly high level of expertise in HR.

VERY Serious Students… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Five Foundations of Effective Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],2

The problem with strategic thinking? ,[object Object],[object Object],[object Object],[object Object],[object Object]

Remember: ,[object Object],[object Object],[object Object],[object Object]

That is what I had to say… ,[object Object],[object Object]

Deborah Straight VP of HR at Southwest Airlines ,[object Object],[object Object]

Share responsibility of the business goals ,[object Object]

Know the HR business thoroughly ,[object Object]

Run the HR department like a business ,[object Object]

Have a unique opinion ,[object Object]

Learn and grow every day through every possible method ,[object Object],[object Object],[object Object],[object Object],[object Object]

Parker Smith ,[object Object],[object Object],[object Object],[object Object]

Dave Ulrich from “The HR Value Proposition” ,[object Object],[object Object],[object Object]

The Five Factors ,[object Object],[object Object],[object Object],[object Object],[object Object]

Kevin Van Dyke CEO of Skinner Nurseries ,[object Object],[object Object],[object Object]

Carl Rapp CEO of PGC ,[object Object]

Bob Lane Director of Global Strategic Planning Royal Dutch Shell - London ,[object Object]

Siddharth Chaturvedi Infosys - Bangalore, India ,[object Object],[object Object],[object Object]

Andrew McLean from the Harvard Business School Future / Strategic Focus People (soft) Day-to-Day / Operational Focus Process (hard) Change Agent Employee Champion Administrative Expert Strategic Partner

Functional vs. Strategic Performance Metrics ,[object Object],Emphasizes strategic impact as performance standard HR function is primarily a cost center HR professional is primarily a strategic partner Can relay on current HR competencies Requires advanced HR competencies Focus on HR activities Focuses on business outcomes relevant to line managers HR owns only HR HR shares responsibilities for human capital performance with line managers Requires no understanding of strategy Irrelevant if not driven by strategy Results in HR being managed like a commodity Results in HR being managed like a unique strategic asset Increasing marginalization and outsourcing of HR to low-cost vendor Outsourcing not easy because HR’s contribution is firm-specific and based on more than cost control

What did it all say? ,[object Object],[object Object],[object Object],[object Object],[object Object]

“ The greater danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.” Michelangelo Thank You Questions ? www.johnspence.com

SHRM Strategic HR

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