strategies for influencing executives...influencing executives presented by suzi lemen, ceo dynamic...
TRANSCRIPT
www.dynamiccorp.comBalancing the Art & Science of HR
Strategies for
Influencing Executives
Presented By Suzi Lemen, CEODynamic Corporate Solutions, Inc.
www.dynamiccorp.com
Relationship between Business & HR Today
Sources: Deloitte: 2016 Global Human Capital Trends Report, Corp Exec Board:
Building Strategic Partners Report and What’s Next for HR, Bersin by Deloitte's
Perspectives Report: Prescriptions for 2016
Continued Labor Market Challenge
Explosion of Data Availability & How to Maximize its Use
More Reliance on Strategic Partnerships for Results
Unconventional Resourcing Models
New Social Contract with Employees
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Objectives for Today
Learn 3 key skills for influencing
Apply influencing tools & techniques for different situations
Develop plan for action to increase your influence
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HR is Evolving to a “Seat at the Table”
VA
LUE t
o O
RG
IMPLEMENTER
CONSULTANT
PARTNER
PastFuture
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Consultant / Partner Continuum
Partner –
Mutual accountability
Business Leader and HR share responsibilities
Expertise is exchanged
Joint problem solving & mutual support
Consultant –
Bus Leader depends on you
Information, analysis & recommendation
Implements projects
Implementer –
Deliver expert information
Business Leader initiates HR services
Business Leader decides & controls
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Design Your Relationship
Act in business’s best interest
Deliver, deliver, deliver
Technical expertise
- or -
Proactive issue resolution
Bring new insights to the table
Strategies to grown business and avoid risk
The more partnership qualities your function exhibits, the more influence you will have with
your client.
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Read the Business Expectations
Reactive Proactive
HR Domain Expertise Strategic Business &
HR Expertise
Problem Solving Oriented Solution Oriented
Business Responsible Mutual Responsibility
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Three Levers of Influence
Offer Solutions to Business Problems
Matching Executive Style
Not Your Traditional HR Skills & Competencies
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1st Lever Offer Solutions to Business Problems
Business Problem
People
Process
Technology
Business Benefit
Efficiency
Quality
Error Rate
Expertise
Cost
Turnaround Time
Turnover
Sustainability
Retention
Service Continuity
HR Solution
Causes
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Tap into the Future “Want”
Where your organization is headed is up to its leaders.
Does that include you?
Present “IS”Future
“WANT”
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Managing Expectations > 1.0
Performance
Leader Expectations
Reputation =
Creates confidence and credibility
Requires sound relationship and open
communication
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Manage Expectations
…every time you contract a solution or
service with your business leader.
What is the budget?
Who is involved? Who is impacted?
When is it needed?
What facilities/jobs/process are in scope?
Who knows / needs to know?
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Exercise: My Business Solutions
What solutions is your HR function offering today to advance your business?
How are you articulating the business benefit?
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Use a Solution Orientation for the HR Contribution
Assess
Identify Alternatives
Plan
Execute
Without the use of a consistent
approach, business leaders don’t see
how the solution connects to the
problem, or to the end state vision they
have for the organization.
Typical Scenario
Business:
Got a Problem
HR:
Here’s a Proposal
Adapted from: Bellman, Geoff, The Consultant’s Calling
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2nd Lever Matching Executive Style
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Style “Quick Guide”
OP
ENN
ESS
Facilitator
Relationships Service-oriented
Cooperation
Drive: Acceptance
Achiever
Visibility Energy
Personal Connection
Drive: Recognition
Analytic
Facts, details Methodical
Logical Approach
Drive: Security
Director
Accomplishment Productivity
Cost / Benefit
Drive: Control
DOMINANCE
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What is my Business Leader’s Style?
Where do you want to meet?
How much time will we need?
What’s their office like?
Facilitator Where do YOU want tomeet?
Whatever it takes Personal, pictures, comfortable
Analytic Does the meeting need materials, projector, working table?
Depends on what we need to accomplish
Lots of data, historical info & knows where it all is
Achiever Make it a social thing. I set the time, and will cut it off if results aren’t there!
Diplomas
Director My Office 5 minutes Neat
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Flex to Your Executive’s Style
OP
ENN
ESS
Facilitator
Build relationshipRelaxed use of timeOffer assurancePerform a serviceAppeal to loyalties
Achiever
Promote visibility Be enthusiasticQuick pacePersonal contactLegitimate praise
Analytic
Focus on detailsUse deliberate pace Have written plan Use graphs, charts, stats Allow time to digest infoDon’t pressure with dates
Director
Focus on businessConcise and briefUse their time wellShow persistenceStress cost/benefitAnswer what they ask
DOMINANCE
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Style Self-Assessment
Complete a 30-item checklist to “Plot Your Style”
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3rd Lever: Step Up Your Team’s HR Skills
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The Evolving Demand for HR Skill
Continuing to meet the need for skill is the fundamental building block enabling your function to have maximum
influence in your organization.
What HR skills are demonstrated as most needed by your business?
To what extent are they present? Why? Why not?
What holds you back from powering up your team?
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Conceptual
Interpersonal
Technical
L E
V E
L O
F S
K I
L L
60%
30%
10%
10%
60%
30%
30%
30%
30%
Balance HR Keeping Skills Meet the Needs To
Match your Team’s Skillset to
Your Client’s
Does My Team have the
RIGHT mix of skills?
Grow Your Skills As Your
Career Progresses
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Assessing & Action Plans for HR Skills
When is the last time you assessed your team’s skills, and set out advancement goals for your key players, with experiences to
develop them along the way?
Technical Interpersonal Conceptual Domain Expertise Communication Planning
Talent Management Conflict Resolution Critical Evaluation
Employment Law & Regs Relationship Management Business Acumen
Compensation Team Leadership Global Savvy
etc. etc. etc.
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www.dynamiccorp.com
Crank the Levers toTop Off Your Influence
Which of the three levers is most useful to influencing in your business relationships right now?
Of the areas of service your team delivers, which should be considered for EXPANDING or LESSENING to better match the business expectations?
What is an immediate “do-different” that you can commit to, so HR can build influence in your organization?
www.dynamiccorp.comBalancing the Art & Science of HR
Thanks for joining us today!
www.dynamiccorp.com
904.278.5383
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