5. HR Strategy Development Process
Data Gathering Focus Areas S
E
R
Corporate 1. Focus Area # 1 V
Data Analysis & I
Strategic C
Plan
Strategy E
Formulation S
2. Focus Area # 2 O
HR Sector F
Input F
E
R
Executives 3. Focus Area # 3 E
D
Input
P
R
Other 4. Professional E
P
Resources Development A
R
I
N
G
Oct/Nov 2009 Dec 2009 Jan 2010 5
6. Executive Input
Importance
Desirability Matrix
P Comp OD
High
E LD
R C
EES T
F O TM
O PM
R Medium R
M
A
N
C
E Low
Less Same More
Support Level
Desired
EES Recruitment Comp OD Talent Mgmt
Onboarding Perf Mgmt Trng Comms Leader Dvpmt
6
8. Executive Input: Select Comments
• “[HR] does a great job, I get good support in all areas.”
• “HR was very helpful on assisting in achieving business results translating ideas/survey
results/corporate directives into meaningful action plans.”
• “HR as a function has demonstrated the ability to perform the basics well and has earned
the right to be a Business Partner.”
• “Leadership development support is very limited, need more resources/programs.”
• “Org. Effec/OD Consulting – lots of work involved with Maple and Cherry reductions. Both
reductions were handled professionally.”
• “In 2009, I found the HR support to be very good, the only challenge is that they are a little
thin in resources which limits their ability to deliver as quickly as might be optimal. I
sometimes wonder if we are not over driving the group. Good HR support takes time and
is more than just filling in templates.” 8
9. Executive Input: Select Requests
• “Integrate the LTW concept more fully into the organization and culture. Better at
articulating attributes that define each of the blocks.”
• Biggest areas of concern/opportunities for 2010:
Transformation Training – organization needs to be prepared for major change in the way we sell
products. New skills will be needed as well as different approaches. This work is related to the
Channels project which will also require HR work as we move forward.
Compensation – need to keep an eye on balanced selling components and see if they are
helping to achieve the business goals.
Employee Engagement - need to address issues/concerns identified in deep dives.
Retention – big concern that many people may be waiting until the job market improves and then
will look to make a change.
Talent Management – need to continue what we are doing with a focus of increasing the High
Potential pool.
Full integration of Respironics mid-year.
• “Help in determining Marketing Training strategy across GSSNA for 2010”
9
11. HR Strategy Development
Focus Areas
Data Gathering 1. Organizational
Effectiveness
Corporate Data Analysis &
Strategic
Plan
Strategy
Formulation 2. Talent
HR Sector Development
Input
Executives 3. Organizational
Input
Culture
Other
Resources
4. Professional
Development
11
12. 2010 HR Strategy Plan
Focus Actions
Areas (non-exhaustive list) Leaders
1. Organizational Effectiveness 1.1 Visicu, Emergin, & Respironics integration 1.1 Nancy K.
1.2 IS reorganization 1.2 Jim J.
• Integrate acquisitions 1.3 Com Ops & Finance reorganizations 1.3 Janet & Jim J.
1.4 OD interventions 1.4 HRBPs
• Org. simplification 1.5 Support various business initiatives; e.g., OACM, 1.5 Pertinent HRBPs
• Reorganizations JEDI, Platinum, etc.
1.6 Strategic Workforce Planning 1.6 Tony, Enio, et al.
2. Talent Development
2.1 Conduct quarterly talent reviews 2.1 HRBPs
• Foster talent 2.2. Identify TPs, HPs, and Promotables 2.2 HRBPs
development mindset 2.3 Socialize “Leader-Led Development” 2.3 HRBPs
2.4 Offer Magellan, CORE, Inspire, Octagon, HPDC, 2.4 HRBPs
and TPDC
2.5 Support College Hire Program 2.5 HRBPs
3. Organizational Culture
• Influencing leader 3.1 Role-model, cascade, and support L2W behaviors 3.1 All
behavior to increase 3.2 Coach managers on acting in ways to increase 3.2 All
trust, accountability, and teamwork
engagement: 3.3 Partner with managers to cascade Strategic Plan 3.3 HRBPs
• Trust and practically position organizational actions
• Accountability 3.4. Celebrate successes & reward good performance; 3.4 All
• Teamwork e.g., HR Leadership Award
4.1 “Consulting & Communications Skills” Workshop 4.1 All
4. Professional Development
4.2 2010 HR Professional Development Series 4.2 All
• Investing in ourselves
4.3 HR Book Club 4.3 All
12
13.
14. Philips Leadership Culture & Values
Corporate Applied Practices
Motivation Expected Behaviors
Values (Reinforcing GSSNA Program)
Shows passion for “Sense & Simplicity” • Consultative Selling
• One List Focus (Playbook)
We anticipate and Asks questions to learn customers
Delight • Philips Promise
exceed customer needs and success drivers
Customers
expectations • Promise Cycle (FP)
Acts as a “One Philips” ambassador • Customer Satisfaction Survey
Sets ambitious targets for himself and • Customer Segmentation
others • Customer Based Solutions
Deliver Great We continually raise Challenges status quo and seeks • Forecast Accuracy
Results the bar innovative ways to accomplish work • Funnel Management
Makes clear decisions and implements • Common Platform for Service Delivery
with speed and discipline • Continuous Improvement (CCT)
Attracts high performers and builds • Coaching & Mentoring
strong diverse teams • Leadership & Managerial Skills
We get the best from Development
Develop
ourselves and each Provides stretch development
People assignments • Champion Structure (CCT)
other
Coaches and recognizes people ’s • Front Line Business Acumen
contributions Development (CCT)
Thinks as “One Philips” and acts as • Courageous Conversations (FP)
owner
We deliver more • 5 Speech Acts (FP)
Depend on Each
value by working as Trusts and empowers others • Accountability Cycle
Other
“One Philips” • Cross Functional Teaming (CCT)
Works in teams and allocates resources
to the most promising opportunities • Philips Promise Action Plan (CCT)
14
15. Leader-Led Development
• To maximize development opportunities across our organizations, we
will emphasize the following three principles:
1. Leaders can play five keys roles to accelerate people’s
development (see Slide 16)
2. Leaders should role model receptivity to feedback, recognizing
their strengths and weaknesses, and following through on
development goals, and
3. Employees should take responsibility for their own development
15
16. Leaders’ Five Key Roles
The roles capture the underlying activities (see graph below) that have the greatest impact on people’s
performance. They rely on a leader’s privileged insight and position. In other words, leaders can become
effective talent developers by relying on their natural strengths, experiences, and abilities.
16
* Based on “Leadership Development,” CLC, 2009
17. Prepare, Act, Reflect, and Review (PARR) Model
A PARR (Prepare, Act, Reflect, Review) is a 4-step methodology for linking
skill development with work activities.
Prepare Act Reflect Review
Learning Model
“What is the “What are the “What did I learn “What learnings
for Managers and
competency I activities that I from my can I share with
Leaders
must acquire?” should engage in?” experiences?” my manager and
peers?”
Coaching Model for “How can I help “What suggestions “What questions “What questions
Direct Managers and contextualize the can I provide him or should I ask to should I ask to help
Manager-Mentors competency he her based on my help him or her him or her further
or she must personal reflect on his or explore his or her
develop?” experience?” her learning?” learning?”
17
* Based on “Leadership Development,” CLC, 2009
18. HR Professional Development Series Schedule
Date Topic Leader
Rita Allen
16-Mar-10 Emotional Intelligence
(guest speaker)
HR Book Club: "The Inner Game of Tennis: The Classic Guide to the
19-Mar-10 Enio
Mental Side of Peak Performance"
29-Apr-10 M&A Mike Spahn
HR Book Club: "Mojo: How to Get It, How to Keep It, How to Get It
11-May-10 Nancy K.
Back if You Lose It"
18-May-10 “Common Legal Risks” Gerry Whitcomb
Marie Moran &
26/27-May-10 Top of Your Game Consulting and Communication Skills
Company
8-Jun-10 Mentoring Anetta
HR Book Club: "Getting Things Done: The Art of Stress-Free
18-Jun-10 Greg
Productivity"
22-Jun-10 Compensation / Benefits (tbd) Beth Grella
tbd Strategic Workforce Planning Tony
13-Jul-10 SPIN Selling Jim J.
27-Jul-10 Finance for HR Dan Leonard
3-Aug-10 Influencing Skills Enrique
17-Aug-10 Sleep Biz Overview Ted
16-Sep-10 Political Intelligence Nancy K.
28-Sep-10 Systems Thinking Nicole
12-Oct-10 Cultural Differences Lora
27-Oct-10 Employment Value Proposition Sam
tbd MBO Development Software Overview Pete/Will
17-Nov-10 UnDutchables Enio 18
19. 2010 HR Goals: Q1 Update
Individual
0 1
– Conduct one OD intervention
0 3
– Conduct at least 3 talent reviews/year
0 1
– Influence biz partner to do 1 training session
0 60%
– Participate in development opportunities
0 1
– Participate in one major HR Sector/BG initiative
Organizational
0 1
– Identify 1 new TPs
0 7
– Identify 7 new HPs
0 2
– Import 2 TP/HP from another BG/Sector
0 2
– Export 2 TP/HP to another BG/Sector
0 15
– Identify 15 openings for college recruits
19
