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HR Secrets: How to Secure Executive Buy-In for Your HR Initiatives

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HR Secrets: How to Secure Executive Buy-In for Your HR Initiatives

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During this informative webinar, Solution Architect Steve Pruneau will share his thoughts on how to get management support and assist your organization in reducing self-inflicted waste and dysfunction.

During this informative webinar, Solution Architect Steve Pruneau will share his thoughts on how to get management support and assist your organization in reducing self-inflicted waste and dysfunction.

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HR Secrets: How to Secure Executive Buy-In for Your HR Initiatives

  1. 1. HELPING HR: HOW TO WIN MANAGEMENT BUY- IN FOR HR INITIATIVES OCTOBER 11, 2022 AT 11:00 AM PST, 2:00 PM EST, 7:00 PM BST
  2. 2. Our mission at GoCo is to help small businesses spend less time on manual, painful, and complex HR tasks, so they can focus on growing happier, more productive teams. We hope by doing so, we can empower companies to focus on their own employees and mission. Backed by notable investors such as Salesforce Ventures and featured as the #1 HR platform in Forbes, Huffington Post, and Entrepreneur Magazine, GoCo is delivering a more delightful workplace to thousands of businesses and their employees. Learn more about what separates us from the pack at goco.io
  3. 3. TO USE YOUR TELEPHONE: You must select "Use Telephone" after joining and call in using the numbers below. United States: +1 (213) 929-4212 Access Code: 666-079-523 Audio PIN: Shown after joining the webinar TO USE YOUR COMPUTER'S AUDIO: When the webinar begins, you will be connected to audio using your computer's microphone and speakers (VoIP). A headset is recommended. Click on the Questions panel to interact with the presenters
  4. 4. HELPING HR: HOW TO WIN MANAGEMENT BUY-IN FOR HR INITIATIVES
  5. 5. The premise of today's webinar: • Make your company better by implementing a new HR technology solution or policy revision. • Get personal satisfaction from making a difference. • Add an accomplishment to your professionalportfolio. • Secure executive support or Overcome management resistance.
  6. 6. If there is resistance to change... • Your priorities may not yet align with management priorities. • Perceived risks may outweigh rewards of the HR initiative.
  7. 7. Let's use a framework to evaluate your situation. • OWNERSHIP of the company • GROWTH RATE of the company • CULTURE of the company • RISK response of the executive sponsor(s)
  8. 8. Ownership: Investor Influence Private Investor Group or Closely Held Publicly Traded on a Stock Exchange Family Owned or One Owner Startup with Venture Capital Strong Weak Management is hyper-focused on investor priorities. Management can run it as though it's their company.
  9. 9. Private Investor Group or Closely Held Publicly Traded on a Stock Exchange Family Owned or One Owner Startup with Venture Capital Strong Weak
  10. 10. Ownership: Investor Influence Private Investor Group or Closely Held Publicly Traded on a Stock Exchange Family Owned or One Owner Startup with Venture Capital Strong Weak Management is hyper-focused on investor priorities. Management can run it as though it's their company.
  11. 11. Growth Rate Mature Established Company New Company Industry Disruptor Higher Growth Lower Growth Get more revenue! Build capacity. Preserve capital. Make us more efficient.
  12. 12. Growth Rate Mature Established Company New Company Industry Disruptor Higher Growth Lower Growth Get more revenue! Build capacity. Preserve capital. Make us more efficient.
  13. 13. Lower Growth Higher Growth FAMILY BUSINESS ONE OWNER EMPLOYEE OWNED Build the company to run for a generations. Preserve capital. Create steady revenue in all economic conditions. STARTUP Get more customers. Get more revenue. Build capacity for scale. PUBLIC COMPANY Make the executive sponsor look good – why your initiative is a wise decision. Make the company more efficient. PRIVATE EQUITY Build capacityto handle more customers. Usually: buildfor long term. Weaker Investor Influence Stronger Investor Influence Investor + Growth Profile
  14. 14. Let's use a framework to evaluate your situation. • OWNERSHIP of the company • GROWTH RATE of the company • CULTURE of the company • RISK response of the executive sponsor(s)
  15. 15. Culture of the company Blame Collaboration Calculated Risks Avoid Risk We are innovative. We take risks. We learn from failure. Blame someone for failure. Never look bad.
  16. 16. Culture of the company Blame Collaboration Calculated Risks Avoid Risk We are innovative. We take risks. We learn from failure. Blame someone for failure. Never look bad.
  17. 17. Survivor Adventurer Calculated Risks Get things done Avoids Risk Values Financial security I thrive on accomplishment. I love to build great teams and great companies. I need this job. Got to hang-on until retirement. Risk Tolerance of the Executive Sponsor
  18. 18. Survivor Adventurer I thrive on accomplishment. I love to build great teams and great companies. I need this job. Got to hang-on until retirement. Executive Sponsor Tolerance for Risk Calculated Risks Get things done Avoids Risk Values Financial security
  19. 19. Survivor Adventurer COMPANY is COLLABORATIVE EXECUTIVE is CAUTIOUS Get buy-in of Executive Sponsor's peers. Run a pilot implementation witha small group of people. Optional:hire an independentconsultant. INNOVATORS & ADVENTURERS Let's try it. If it doesn't work, we'll do something else. Optional:hire independent consultantsand get it done. MAKE SAFE DECISIONS Avoidrisk. Resist change. Don't make me feel exposed. Schedule meetings to get approvalof others. Document everything. Hire a big-name consulting firm in case it doesn't go well. SMALL INCREMENTALWINS Build alliances.Take calculated risks that earn confidence of other departments. Run pilot programs with friendly departments. Optional:hire a consulting firm. Blame Collaboration Company Culture Executive Sponsor Risk Tolerance Profile
  20. 20. Let's work on your examples! • Describe the policy or technology solution for which you need management buy-in. • List the following, but no need to reveal your company name: • OWNERSHIP of the company • GROWTH RATE of the company • CULTURE of the company • RISK response of the executive sponsor(s)
  21. 21. What of you can't get management buy-in? Don't stay in a bad relationship. Go where you can make a difference.
  22. 22. What of you can't get management buy-in? glassdoor
  23. 23. • Go where you can make a difference. • Find a company on a path of improvement and sustainability for all: • Customers • Employees • Community What of you can't get management buy-in?
  24. 24. Steve Pruneau Chief of Consulting Operations and HRIS solution architect at Free Agent Source Inc. FreeAgentSource.com Webinar Coordinator, Human Resources Today Rayvonne Carter LinkedIn.com/in /rayvonnecarter/ humanresources today.com Q&A LinkedIn.com/in/stevepruneau/
  25. 25. One pitch works nearly everywhere: • Your company is a marketplace for work • Simpler policies • Employee self-service • Easier apps: onboarding, employee scheduling, hours worked, payroll, HR, benefits Simplicity!

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