David Green, SPHR, SHRM-SCP CHRO, Tennessee …mtshrm.org/.../building_a_framework_for_strategic_hr__leadership.pdf · David Green, SPHR, SHRM-SCP CHRO, Tennessee Orthopaedic Alliance

David Green, SPHR, SHRM-SCP

CHRO, Tennessee Orthopaedic Alliance

Framework for Strategic HR

Identify tools ◦ Universal

◦ Scalable

◦ Deployable

Develop personal strategy◦ Organizational needs

◦ Personal strengths

◦ Development

Personal background

Professional influencers◦ Main Event Management Model-Netics

◦ Human Capital Institute Talent Life Cycle

◦ Corporate Executive Board Employee Engagement

◦ Kathleen McCutcheon Mentor and HR Leader

Plan

Evaluate

Lead

Deploy

Develop

Retain

Engage

Acquire

Plan

Evaluate

Lead

Deploy

Develop

Retain

Engage

Acquire

Plan

Evaluate

Lead

Deploy

Develop

Retain

Engage

Acquire

Plan

Evaluate

Lead

Deploy

Develop

Retain

Engage

Acquire

Strategic Workforce Planning◦ Linking business strategy and workforce

solutions

Strategy Need – Have = Gap

Strategy ◦ Profitability◦ Efficiency◦ Growth ◦ Survival

Timeframe Business acumen and insight Alignment across organization

Need◦ Roles Type

FTE

◦ Skills

◦ Competencies

Have◦ Inventory Roles

Types

FTE

Skills

Competencies

Gap◦ Identify solutions

◦ Prioritize

◦ Plan

◦ Implement

Talent Acquisition◦ War for talent

◦ Candidate experience

◦ Quality of hire

War for talent

April, 20172.9%

Candidate experience◦ Brand presence and differentiation

◦ Passive candidates

◦ User experience

Quality of Hire◦ Interviewing process

◦ Interviewer skills

◦ Speed of identification and selection

◦ Onboarding

Engagement is not Satisfaction

Discretionary Effort + Commitment to Stay

Discretionary Effort

Commitment to Stay

Employment Value Proposition

Drivers of attrition vs retention◦ Magnetic polarity – push or pull

◦ Dozens of factors

◦ Varies by individual

Retention risk analysis◦ Stay Interviews

◦ Performance and Flight Risk

◦ Prioritization for action

Pro

ducti

vit

yLow

-H

igh

Flight RiskLow - High

Strategic workforce plan◦ Blueprint for organizational needs

◦ Skills

◦ Competencies

Individual development plan◦ Employee owned

◦ Manager enabled

◦ Broader organizational focus

Train◦ Classroom◦ Online

Expose◦ Special projects◦ Cross functionality

Connect◦ Management◦ Mentors and leaders

Organizational initiatives◦ Right people – Right Place – Right Time

◦ Organization design

◦ Proactive or reactive

Individual initiatives◦ Career pathing

◦ Individual development plan

Peter PrincipleTen Signs of Incompetent Management

Bias against action Focuses on small tasks

Secrecy Allergic to deadlines

Over sensitivity Addiction to consultants

Love of procedure Can’t hire former EEs

Prefers weak candidates Addicted to long hours

Individual or programmatic

Executive coaching◦ Remedial or developmental

◦ Clarity of distance

◦ Mentor program

Leadership development programs◦ Ongoing

◦ Skills-based

Succession planning◦ Necessary but unpopular

◦ HR driven

◦ Keep it simple “Oh, well”

“Oh, no”

“Oh, $#@!&*%!!”

“Not everything that counts can be counted, and not everything that can be counted counts.

- Albert Einstein

What are the measures that matter?◦ Strategy

◦ Workforce

What?◦ Data

So What?◦ Information and insights

◦ Trends

Now What?◦ Decisions

◦ Actions

Plan

Evaluate

Lead

Deploy

Develop

Retain

Engage

Acquire

Organizational awareness◦ Areas of organizational concern

◦ Strategy

◦ Evaluation – Data

◦ Business leader outcry

Root cause ◦ Greatest ROE – Return on Effort

◦ Low hanging fruit

Assess your organization◦

Assess your skill set

Identify your insertion point

Build your advocacy

Get started