3. 1997 Dave Ulrich “HR Champions” ... Able to define people implications &
actionable HR strategy to ... indicators, performance measures) and able to link
HR.
HR & Business Partnership Tatsuo Kinoshita Vikram Cardozo 26th Sept 2012
“It hasn’t happened in many org.” “Biz Partner role is more urgent than ever”
“Create Flow” or cause Friction?” 2
1997 Dave Ulrich “HR Champions”
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GE Human Resources Competency Model – Early-mid 1990s
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Our definition of a “Business Partner”
Able to define people implications & actionable HR strategy to support business objectives.
External Relations
Business Acumen
Can articulate
the company’s business vision and key business objectives.
Understands business trends and cycles and is able to
Considers the external impact of activities and decisions on customers, market/industry, investors, media, government, and communities.
Proactively develops cooperative relationships with key constituencies (i.e., media, community, schools, government agencies) to produce mutual benefit or understanding on matters of common interest.
influence key business strategies and initiatives.
Demonstrates knowledge of key business measurements (i.e., market, products/services, suppliers, competition, financial indicators, performance measures) and able to link HR strategy to this framework.
Customer Focus
Demonstrates knowledge of customers gained by interacting with business partners and/or customers.
Understands customers’ needs and concerns (i.e. is able to articulate why customers buy our products and services).
Ensures HR processes and programs support customer needs. Utilizes opportunities to
Continuously learns about HR
& Business trends in industry, market, and countries.
Global Mindset
Considers the potential global consequences of decisions.
Understands the
Able to recognize cultural business objectives.
Understands the appropriate legal conduct for various countries. 5
deliver value for the customer.
organization’s global business model; builds HR programs and processes that are applicable globally.
differences and their impact on
GE HR Framework mid 2000s Talent Champions
HR Experts
Building Talent , Culture and Capability for Global Growth
Change Leaders
Business Partners
Organization Coaches
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2012 Dave Ulrich “Global HR Competencies” Strategic positioners who understand evolving business contexts, stakeholder expectations, and business requirements and translate them into talent, culture, and leadership actions
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What is HR’s Agenda? Employee
Business
Advocacy
Partnership
HR Expert
Balanced value adder… with the customer in mind
Where does it begin? • How involved is your CEO in the people agenda? …and where does it sit in his/her priorities?
• Does HR have an active seat at the table? …is the function involved in critical biz decisions?
• Who “owns” the people agenda? • do ‘they’ care about turnover, talent quality • do they invest time in developing people
• How critical are “people” to the success of your co.? … that will set the stage for HR’s role
• What is the key people driver – merit or equality? • Where do you begin to define the people agenda employee or customer?
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The Leadership View “HR should be ‘the most vital part of the company,’ as important as finance. If you were managing a baseball team, who would you rather talk to - the team accountant or the director of player personnel?” “HR is not only a key part of the business, but HR people in the organization need to have special qualities to help the managers throughout the organization build leaders and careers”
Jack Welch, former Chairman & CEO GE
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The Leadership View “… The secret to all these dimensions of developing leaders is to have a great team of human resource professionals. Enduring companies must have a passion for people. GE has a great HR team that protects our valuable human assets. I want to give them special recognition this year… ” Jeffrey Immelt , Chairman & CEO GE (in his 2008 annual letter to the shareholders) 11
The Leadership View “I consider my real core competency and my value to the company as being a human resource leader, but without having the business grounding, I don’t think I would have been an effective HR partner… ” Bill Conaty, SVP Human Resources, GE (1991-2007) (in an article by Anne Freedman, 2004) 12
How do we operate w/. the biz?
Employee
Business
Advocacy
Partnership
Can/Do we… HR Expert
– See the Big Picture?…it’s not just about HR. – Articulate the business vision, ST/LT Growth Plans – Define HR framework to support these business & customer objectives? – Know our key customers…and macro business environment? Meet with the customers. – Know HR trends in the industry?…have we developed external industry relations? – Look at the business beyond our own country(s)/ environment…business-wise & culturally? – Get called by the business leader seeking business & people advice from us?
Lessons learnt…
Employee
Business
Advocacy
Partnership
HR Expert
– Take an assignment outside your function – Participate in a cross-functional Workouts! – Learn Finance…read financial statements & biz reviews – Participate in a non-HR global or cross-regional project or initiatives – Mentor students or new employees from outside your function…& – Get a mentor outside your function – Read…stay in tune with the business…& HR.
