10 11 Session HR Session Seri Management[1]
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Transcript of 10 11 Session HR Session Seri Management[1]
Strategic Alignment of Public (WIB) and Private (Corporate HR) Workforce Development Strategies and Resources
Christine PurcellAssociate Director, Supplier Network, Industry Workforce & Manufacturing
DevelopmentCalifornia Space AuthorityCWA Meeting of the Minds September 8,
2007, 4PM
Agenda
Program Objectives – Anne McMonigle and Christine Purcell
HR Objectives, Functions, Integration with Corporate Strategy, Concerns and Trends – Christine Purcell (20 minutes)
Synopsis of HR Focus Group input and SDWP cases studies – Chuck Flacks (10 minutes)
Successful strategic implementation between a WIB and Corporate HR corporate - Kris Stadelman (10 minutes)
Q&A and discussion - 20 minutes.
Program Objectives:
Course Purpose: Increase WIB professional familiarization of HR objectives and fundamentals and how public workforce development recourses and funding can enhance corporate HR Workforce Development plans, creating a tighter alignment of private and public workforce development strategies and resources. Course Objectives – WIB professionals will become more familiar with:
History and intent of the Workforce Investment Act (WIA). WIA and Workforce Investment Boards (WIB) resources and how they can integrate and enhance a corporate HR workforce development plan. HR fundamentals, objectives, areas of practice, processes and concerns. How HR strategy is integrated with corporate life cycle, market strategy How the HR and Workforce Scorecards are integrated with the Corporate Balanced Scorecard How public workforce development entities and resources can more tightly align with corporate strategies and programs.
Additional Program Background
Additional tool – Workforce Investment Act and Workforce Investment Board (WIB) for HR Professionals course material; can be used to customize for briefing to employers
Delivery Options 60-90 minute overview of Corporate HR Fundamentals, Workforce Development Strategy and Recourses for WIB professionals – onsite and webinar deliveries
3 hour workshop to include above and additional material regarding HR practice areas, processes, concerns and alignment – and how public resources can integrate in these areas to enhance the corporate HR workforce development plan
6 hour workshop with both WIBs and HR attendees to include the above and development of attendee workforce development plans mapped to public resources
Also a version targeted to Corporate HR Professionals; CWA & CSA will be at Pacific West HR Conference – PIHRA and SD SHRM
Corporate HR Objectives, Areas of Practice and Functions
Objectives - HR’s most critical deliverable to the corporation is an optimized workforce to execute corporate objectives
Integration of HR Strategy and Systems with Corporate Strategy
HR Strategy Alignment with Stage of Business Life Cycle
HR Strategy Alignment with Corporate Market Strategy
Optimized human capital resources, integrated with technology and processes to meet corporate objectives
The right talent at the right time in the right place at the right cost
Being the employer of choice Aligned employee engagement – customer satisfaction correlates with employee satisfaction
Corporate, HR and Workforce Balanced Scorecards Top Corporate HR Trends and Challenges
Areas of Practice and Functions, Alignment among HR Systems and Integration with Corporate Strategy
Strategic Management Talent Acquisition - Recruitment – sourcing, selection, hiring, on-boarding
Talent and Workforce Development Talent Engagement Performance Management – must calibrate and differentiate
Organizational Development, including change management
Employee relations Total Rewards – recognition, compensation and benefits
Compliance
Analyze Improve ControlMeasure Results, Adjust
Define Measure
• Gap Analyses:•Performance •Engagement•Talent
• Are the right leaders and staff in place to execute well, or make corrections early? Are A players in A roles?
• Have metrics, policies, practices and processes been optimized?
StrategicManagement
Implement and standardize metrics, policies, practices and processes to lay the foundation for success
Workforce & Talent Development
Performance Management
Organizational Development, including change management
Recruitment – sourcing, selection, hiring, on-boarding
• What is the value of the data?
• Are the metrics correct?
Performance Management
Rewards – recognition, compensation and benefits
Compliance
• Are Objectives and Goals met?
If not, adjust
StrategicManagement
Organizational Development, including change management
HR’s most critical deliverable to the corporation is an optimized workforce to execute corporate objectives.
• Environmental Assessment, SWOT, PEST
• Corporate & Market Strategy
• Corporate Culture
• HR implications and integration with Corporate Strategy
• Define Long term & Short term Workforce Requirements – critical roles (A), competencies, headcount
• Define metrics to drive desired behaviors
StrategicManagement
• Talent Assessment
• Performance Measurement
• Change Readiness
• Employee engagement
Workforce & Talent Development
Talent Engagement
Performance Management
Organizational Development, including change management
1 2 3 4 5 6
Integrated HR Processes & Systems using Six Sigma DMAIC Methodology
Talent StrategyEmployee Life Cycle
AttractAttract
DevelopDevelop
RetainRetain
Business Strategy and Objectives
Talent Strategy
Strategy & Goals AlignmentStrategy & Goals AlignmentDefine Strategic CompetenciesDefine Strategic Competencies
Optimized Sourcing & On boarding
Compensation
Organizational ReadinessChange ManagementEngagement
Succession PlanCareer DevelopmentIDPs
Rewards & Recognition
Performance Management & CalibrationTalent Review & CalibrationGoal Setting - with cascading goalsEffective Feedback and Coaching
Competencies Job Families
Exit
Technical TrainingFunctional Training
Management & Leadership Development: Consistent Foundation Strategic Upgrade Individual, team, organization
HR Strategy Aligned with Organizational Life Cycle
Life Cycle Crisis Need HR Prim ary Focus Introduction Leadership Creativity Talent Acquisition Growth Delegation Direction Policies, Staffing, Training &
Developm ent M aturity Bureaucracy Form al System s Rewards, Succession,
Training & Developm ent Decline Change
resistance Flexibility, stream lined decision-m aking
Change m anagem ent, Outplacem ent, Cross-training, RIFs
HR and Market Strategy Alignment
M arket Strategy
Cost Leadership
Product or Service Differentiation
Custom er Intim ate or M ass Custom ization
Talent Resource
Innovation Leader
Exam ple W al-M art Nike Am azon IBM 3M HR Strategy
Short term perform ance m easures, centralized
Selection, developm ent, retention and reward for creativity and innovation
Technical Expertise is m ost critical talent
Talent is the product; flawless execution; find and retain the :best value: em ployees
Creativity and perform ance
Talent Acquisition
Lowest cost that m eets m inim um requirem ents
Creative and innovative
External for new skills, retain technical em ployees
Specific skills
External for new ideas, retain high im pact em ployees
Perform ance M anagem ent
Productivity and efficiency
Perform ance-based - creativity
Perform ance-based - technical
Closely m easure
Perform ance-based - innovation
Talent Engagem ent
Alignm ent Retain high im pact at risk em ployees
Retain high im pact at risk em ployees
Retain high im pact at risk em ployees
Retain high im pact at risk em ployees
Training and developm ent
Process Im provem ent
Intensive- creativity
Intensive for technical em ployees
Intensive for best em ployees
Intensive- creativity
Total Rew ards
Lag Lead on innovative, creative
Lead m kt. on tech, lag on others
Include incentives, best value
Lead on innovative, creative
Corporate, HR and Workforce Balanced Scorecard Alignment – Balanced ROI
Source: Mark Huselid, The HR scorecard Seminar ©2004
Robert S. Kaplan and David P. Norton popularized the corporate balanced scorecard; Mark Huselid developed and popularized the HR and Workforce Scorecards
Workforce Development – objectives, areas of concern and challenges
Optimized Human Capital Source Select Develop Retain, Manage Out
Behavior-Based Interviewing - The single best predictor of future behavior and performance is past behavior and performance.
Costs – HR ROI Engagement – correlated with ROI Succession – Rapid Response from WIBs opportunity
Employee Engagement Data
15
Actively Disengaged
“Up for Grabs”
13% 76%
Fully Engaged
11%
Motivation and CommitmentIntend to StayGo Extra Mile
The Lack of Engagement Can Be Masked By Low Turnover and Long Work Hours
Performance Connections Copyright 2009
Further Engagement Research
The reduction in employee engagement costs US businesses over $300 billion dollars a year (Gallup)
Increasing employee engagement by 5 percent can add 2.4 percent to a business’ operating margin (Towers Perrin)
Psychologists report that one of the most important keys to happiness is engagement (Journal of Applied Psychology)
Human capital practices account for as much as 43% of the difference between a company’s market-to-book value and its competitors’. (Amit & Shoemaker)
HR Magazine: “We’re running as an economy at 30 percent efficiency because so many workers are not fully engaged.”
The presence or absence of employee engagement significantly impacts the customer
16
Performance Connections Copyright 2009
Active Engagement - ACT
Accountability and Execution Cascading aligned goals Corporate strategy and value–based goals Clear Communication Feedback Resources and Information to get the job done
Change Readiness Flexibility Creativity Innovation Collaboration
Empowering Sense of PurposePerformance Connections Copyright 2009
Trends – HR Strategies Shift from job descriptions to competency models and
job families Jobs functions change, but competency requirements remain Promotes flexible workforce – creates a pool of talent Promotes cross-functional experiential learning
Emotional Intelligence competencies are important Integrated experiential/mentoring/formal learning
talent development models Strategic Individual Development Plans Succession Plans Planned Job Rotations with Business Objectives & Metrics Managed mentor matching for different development needs Formal training Assessment - accelerate, optimize, improve, manage out
Pay for Performance – defined standards, variable pay, individual and organization success incentives
Trends – HR Practices Multigenerational Workforce – 4 generations Spiral Career Paths – lattice rather than ladder Multidisciplinary, systems knowledge and problem solving needed –
CA Career Readiness Survey - Employer Survey Online Link: http://www.CaliforniaSpaceAuthority.org/html/government_pages/career-readiness.html Workforce Allocations Strategy is shifting
Flexibility, Scalability, “Just in Time” Skills Composition Target, such as:
30% employees 30% temporary employees 20% independent contractors 20% outsourced
Source: Alvin Toeffler: Future Shock Most important criterion for next job:
Interesting work (29%) Meaningful work (18%) Work/life balance (18%)
More than half agreed: “I don’t think in terms of ‘career’…I look for ‘work’ that is satisfying.” (52%) “I don’t expect my employer to provide a clear path for me.” (57%)
Source: BlessingWhite’s The State of Career 2007 Report
Emotional Intelligence Competencies are Important
EQ – Behavioral characteristics, correlated with job success up to 66%, dynamic and increases over your lifetime, comprised of skills that can be learned, uses emotion as well as
IQ – Measures internal processing of information, correlated with job success up to 25%, formed by the late teens and cannot be enhanced through experience, relies solely on relies solely cognitive skills, gets you through school
“The rules for work are changing. . We’re being judged by a new yardstick: not just by how smart we are, but by how we handle ourselves and each other.”
-Daniel Goleman, Working with Emotional Intelligence, 1998
Emotional Intelligence Concepts and Competencies
Key EQ Components: Self-Awareness Self-Control Social Awareness Social Control
Key EQ Competency Areas: Motivation Empathy Flexibility Optimism
Many leadership competencies, 2 Mandatory leadership skills: ?????
Mandatory Leadership EQ Competencies
Key EQ Components: Self-Awareness Self-Control Social Awareness Social Control
Key EQ competency areas: Motivation Empathy Flexibility Optimism
Mandatory EQ leadership skills: Empathy – the ability to put your self in someone else’s place professionally and personally
Feedback – the ability to accept, apply and deliver feedback effectively
Trends – Employment Market Unemployment rate rose to a 26-year high of 9.4%
16.4% of people are underemployed Unemployment rates rose in 48 states: CA, NV, NC, OR, RI, SC, FL, GA post highest rates ever.
Rates will continue to climb until summer of 2010
1/3 of Americans have cancelled vacation plans
Average workweek is above 40 hours 46% of Americans say they’re struggling
Source: http://money.cnn.com/2009/06/19/news/economy/state_unemployment_report/index.htm
Trends – Market and Reactions
On pace for the worst recession in post WWII era
Deepest global recession in 30 years Federal budget deficit Increasing corporate downsizing Decline in spending on professional development- Source: SHRM Study
Some reactions: Trimming Perks and Benefits Upgrading talent rosters Postponing Retirement Transfer of Skills Relocating Going back to the classroom
2007 – CEO Top 10 Global Challenges
1 Excellence in execution 38.3%2 Sustained and steady top-line growth 36.8*3 Consistent execution of strategy by top management 31.84 Profit growth 28.45 Finding qualified managerial talent 27.26 Customer loyalty/retention 26.37 Speed, flexibility, adaptability to change 25.48 Corporate reputation 23.79 Stimulating innovation, creativity; enabling entrepreneurship 18.710 Speed to market 18.2
Source: The CEO Challenge, an annual survey of over 500 CEOs worldwide executed by The Conference Board and various partners
*In a separate study, ~1100 CEO’s surveyed globally, the Number Two threat to Growth is “Availability of Key Skills” at 72%. Only over-regulation was seen as a greater threat
Source: Pricewaterhouse Coopers 10th Annual Global CEO Survey, 2006
Directly impacted by Human Resources Customer loyalty/retention is directly correlated to aligned employee engagement
(HR Impact)Customer loyalty/retention is directly correlated to growth and profit
Global HR Trends 2008-20091. Increasing necessity to mange talent
globally2. Increasing Multiculturalism of the global
workforce3. Increased necessity for global leadership
competencies4. Changing demographics will continue to
broaden the variety of work-style preferences
5. Increased pressure on HR professionals to leverage organizational knowledge globally
6. Increased movement of western workers to eastern locations die to the growth of emerging market based multinational companies.
Source: SHRM Workplace Forecast (2008)
Going Global: Ten ThingsHR absolutely must do
1. Include people and HR issues in your MA&A due diligence2. Avoid pushing an HQ-centric agenda3. Understand local labor issues4. Learn about cultural and historical issues5. Use robust compensation and benefit practices6. Recruit the right people7. Establish, measure and report relevant local HR metrics8. Teach the folks back home about the new countries9. Establish networks and learn from others10. Create a locally-relevant, retaining work Environment
- Source: Lance J. Richards, GPHR, SPHR, Senior Director and Global Practice Leader, Human Resources Consulting, Kelly Services, June 29, 2009
©SHRM 2009
Local markets are global too – global challenges and practices apply locally
Employer Services and Alignment of WIB Resources with Corporate and HR Strategy
Workforce development One-stops, public and custom, consortium model Job recruitment and placement – alignment with Corporate and HR strategy Internships, work experience and On the Job Training (OJT) Adults and Dislocated Worker Services Job search skills Counseling and coaching Assessments and labor market advice Occupational skills training Basic skills training Internships and work experience
Layoff assistance Aversion strategies Help with layoffs Services to laid off workers
Human resource assistance – strategic and tactical, career paths, succession planning alignment, engagement, etc. Rapid Response
Employer Services and Alignment of WIB Resources with Corporate and HR Strategy
Additional Government Resources Employer Training Program (ETP) and Funding Community College Economic & Workforce Development (EWD) programs
Extension services at California State University (CSU) and University of California (UC)
Models and Case Examples – WIB and Corporate Workforce Development Alignment and Successes
Strategic Alignment of Public (WIB) and Private (Corporate HR) Workforce Development Strategies and Resources
Chuck Flacks, Director of Research and Policy, San Diego Workforce
Partnership HR Focus Group Summary
CWA Meeting of the Minds September 8, 2007, 4PM
Biggest Challenges Getting employers to “pull trigger” and hire
HR Departments too reactive, not strategic
Commitment by employers to training Employee retention and engagement Management commitment to employees Hiring youth “millennials”
Role of Workforce System One-Stops are key:
Source of referrals (diversity, pre-trained, targeted)
Good place to refer laid-off employees “Safe place” to train incumbent workers
On the Job and Customized Training
Recommendations from HR Communication – make crystal clear what it is we do
Alignment between private sector (placement agencies) and public sector workforce systems
Focus on incumbent workers – ladders and lattices
Help industries understand benefits of training for the future
What Should WIBs Know About HR? HR often low on totem pole in companies
Needs change more frequently than training is available
Human resource planning (and workforce system) are often too reactive – strategic planning needed.
Strategic Alignment of Public (WIB) and Private (Corporate HR) Workforce Development Strategies and Resources
Kris Stadelman, Executive Director, NOVA
CWA Meeting of the Minds September 8, 2007, 4PM