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Iowa SHRM Conference Taking the HR Seat at Your Strategic Table 2008 Program materials may not be reproduced without the express consent of MRA. MRA has offices in Wisconsin, Northern Illinois, and Iowa/Western Illinois. www.mranet.org Presented by: Linda Rubey Executive Director
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Hr Strategic Effectiveness Breakout Materials

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2008 IA SHRM Conference Breakout Presented by Linda Rubey, Handout Materials
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Page 1: Hr Strategic Effectiveness Breakout Materials

Iowa SHRM ConferenceTaking the HR Seat at Your Strategic Table

2008

Program materials may not be reproduced without the express consent of MRA.MRA has offices in Wisconsin, Northern Illinois, and Iowa/Western Illinois.www.mranet.org

Presented by:

Linda Rubey

Executive Director

Page 2: Hr Strategic Effectiveness Breakout Materials

MRA’s HR and business expertise extends to a wide variety of areas. A snapshot of our services is listed below. Members receive these services at a discounted rate. For information, call MRA at 888.516.6357 or visit www.mranet.org.

Affirmative Action/ Affirmative Action plans EEO Services OFCCP audit assistance Employment law compliance

Career Services Assessment services Coaching Succession planning Networking/Information Groups: Forums, Roundtables and Discussion Groups Society for Human Resource Professionals (SHRP) Training (see Institute of Management)

Compensation and Job analysis and evaluation Benefits Services Performance appraisal design Full compensation plan design Evaluation of 401(k) plans and health insurance Benefits and pension administration

Employee Relations Employment and labor law issues Services Local and national contract settlement reports Discipline and termination issues

Human Resource Services Recruiting Reference checking Exit interviews Outplacement HR audits Handbook development HR Professionals for temporary assignments

Institute of Management Training via the Web, at MRA facilities and (Training) at company facilities – over 150 programs Organization-specific training

Safety and Health Services Safety and environmental audits, inspections Onsite safety managers Development and implementation of OSHA-required programs Onsite safety training

Surveys Customer surveys Employee satisfaction surveys Wage and salary surveys – benchmarked data and customized surveys Compensation and benefits surveys – benchmarked data and customized surveys

How MRA Serves Its Members

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Linda K. RubeyExecutive Director, Iowa / Western Illinois

Linda Rubey holds the position of Executive Director, at MRA’s Iowa / Western Illinois Division. Her primary responsibilities include the development and implementation of strategies that raise the visibility of MRA in this region and expand the membership base and delivery of services and products in accordance with Board objectives. She also facilitates roundtables, conducts training classes and consults on various human resources and leadership assignments.

Linda works with a diverse group of member organizations, ranging from small to large, in several industries, including manufacturing, government, banking, and health care. Prior to

joining MRA, Linda was in business operations in printing and advertising, manufacturing, construction, and service industries, honing her skills as a resourceful liaison, facilitator, and change agent in the midst of rapidly changing technologies and economic flux.

Linda is a highly motivated and team-oriented executive with over 20 years of leadership experience excelling in building and managing business-to-business, client and employee relationships at all levels of the organization. She has excellent communication skills one-on-one as well as in groups and has an expansive background with qualifications in accounting, customer service, human resources, marketing, operations, process improvement and sales with profitable results.

Linda graduated from Marycrest College, Davenport, Iowa where she earned a Bachelor of Arts degree in Accounting and Business Administration. Her training also includes MBA Management Certification from St. Ambrose University, Davenport and Human Resource Management (HRM) Certification from Eastern Iowa Community College District. She is a member of the Society for Human Resource Management and American Business Women’s Association as well as a passionate volunteer and leader in her local community through the United Way and Habitat for Humanity.

MRA helps member companies maximize the performance of their employees and organizations through talent, tools, and training. Founded in 1901, MRA is a not-for-profit employers association that today serves 4000 employers covering close to a half million employees. MRA's HR and business professionals provide expertise in the areas of compliance, recruitment, retention, surveys, safety, outplacement, and training and organizational development. MRA provides nearly 1000 training events each year.

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1

Taking Taking the the HR SeatHR Seatat at Your Strategic TableYour Strategic Table

Presented by Linda Rubey, Executive Director

Setting A Career RoadmapSetting A Career Roadmap

Discovering strategic opportunities

The influence of Relationships

Gaining a broader perspectiveThe influence of Business Acumen

Continuous improvement in the HR field

The Influence of Education

Challenging assignments and experiences

The Influence of Experience

CompetenciesCompetenciesBest PracticesBest Practices

Personal Assessment Business

Assessment

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2

Competencies in ActionCompetencies in ActionDesired key behaviors aligned with an organization's

strategic initiatives that, when mastered, result in excellent performance.

Which skills do employee have now? Define current competencies required for success.

Which will they need to accomplish the company’s strategic plans in the future? Define future competencies that will focus on the strategic

direction of the business.

How will we address any gaps? Conduct a gap analysis between current and future profiles

to focus on future development efforts. Develop an action plan.

Sizing Up Your Leadership StrengthsSizing Up Your Leadership Strengths

Branding MyselfBranding Myself

Creating an Effective Development Plan

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3

Do I Have What It Takes?Do I Have What It Takes? Technical Skills

Leadership

Business Savvy

Connections

Understanding Barriers

Competency-Based Development Program

YES, I CAN!YES, I CAN!

Thanks for Participating Thanks for Participating in this Session!in this Session!

Linda Rubey, Executive Director

[email protected]; 888.516.6357

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Competency Title Definition

1 AdaptabilityFlexible style; receptive to change. Processes the ability to change (or be changed) to fit circumstances. Adjusts with ease.

2 ApproachabilityPuts others at ease by listening, allowing adequate time for interactions, and giving undivided attention. Show receptivity to message being delivered.

3 AssertivenessCommunicates position directly and honestly while demonstrating respect for others.

4 Business Knowledge Knows how business works; demonstrates knowledge of current business practices and future trends. Knows the competition.

5 Change ManagementEstablishes structures and processes to manage change; aligns organization with changing and/or emerging strategies.

6 Closing Moves others to a decision; asks for action.

7 Coachingcandid, timely feedback on performance that is specific and supportive; generously offers to share own experience and expertise.

8 Collaboration Seeks and enlists active participation of others to reach goals.

9 ComposureResponds to information and situations in a self controlled manner. Maintains a calm composed manner during stressful times.

10 Conflict ManagementIdentifies and analyzes sources of conflict and methods of management and chooses appropriate techniques to resolve issues.

11 ConsultingGives expert advise; is a knowledgeable resource. Works collaboratively to develop possible solutions, analyze information, and/or to solve problems.

12 Customer FocusBuilds effective relationships, identifies customer expectations, sees issues from their point of view; offers practical recommendations.

13 Dealing with UncertaintyTakes action and makes sound decisions while working in unknown circumstances or with limited information.

14 Decision Making SkillsGathers and analyzes information, considers consequences, and arrives at a timely decision that meets organizational goals.

15 Delegation

Assigns meaningful work to others with clear direction and time lines. Uses delegation effectively to develop others, balance workload, and effectively manage time.

16 Developing Direct ReportsEngages in behaviors and activities to help direct reports achieve career/job aspirations while enhancing organizational capabilities.

17 Directing Others Tells others what is required and when it is required to achieve desired outcome.

18 Ethics & IntegrityPossesses strong set of core values and beliefs consistent with social, ethical, and organizational principals. Confronts unethical situations.

19 Executive EaseExhibits comfort and confidence in interactions with executive-level management. Maintains composure, creates trust; demonstrates credibility.

20 Facilitation SkillsUses a variety of techniques and tools to conduct group discussions and to assist in group problem-solving and decision-making.

21 Financial Knowledge

Understands how organizations make money and the impact of his/her own role; Connects how it can impact profit and loss; exercises sound judgment in decision making regarding expenditures.

22 Giving FeedbackProvides timely, factual information to others about the impact and outcomes associated with their actions and performance.

23 Goal SettingDevelops and communicates goals that are specific, measurable, attainable, results-oriented, and time-oriented.

24 Hiring and StaffingRecognizes staffing needs, identifies qualifications/criteria, and hires for job and cultural fit.

Competencies Developed by MRAMRA identified 66 competencies, or specific behaviors, that businesses look for in their employees to help them achieve their business goals.

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Competency Title Definition

Competencies Developed by MRAMRA identified 66 competencies, or specific behaviors, that businesses look for in their employees to help them achieve their business goals.

25 Humor Uses appropriate humor to maintain a positive environment.

26 InclusionRecognizes and values diversity. Respectfully accepts differences; works cooperatively to optimize contributions of all.

27 InfluencingPresents information in a way that causes others to listen, consider alternate forms of accomplishing goals, and take action to achieve goals.

28 InformingCommunicates information in a clear manner by sharing appropriate amount and content of information. Chooses appropriate medium.

29 InnovationGenerates new ideas and approaches to enhance the organization's systems, products, or effectiveness.

30 InvestigationConducts thorough gathering of factual information as a basis for decision making.

31 Leadership PresenceDisplays confidence and knowledge, while remaining approachable, in a variety of business situations.

32 LeadingTakes charge of a situation and inspires others to take action toward the accomplishment of a goal.

33 Learning Agility Learns and adapts quickly in new situations resulting in successful performance.

34 ListeningGives attention to speaker, demonstrates non-verbal cues showing interest, and responds with information or questions, as appropriate.

35 Managerial FlexibilityAppropriately adapts management style and approach to a specific situation or person in order to achieve desired results.

36Measuring Work & Performance Standards

Creates and communicates standards and expectations for direct reports; provides timely, accurate feedback.

37 Meeting Management Plans, conducts, and follows up on meeting action plans effectively.

38 MetricsUses and creates analytical tools to document, assess, and measure information to support business decisions.

39 Motivating OthersRecognizes others' internal motivators and establishes appropriate rewards and consequences that will result in desired performance.

40 NegotiatingDetermines major objectives to be accomplished. Aims for best solution through compromise while balancing need to win against maintaining relationship.

41 Organizational Knowledge

Uses organization's formal and informal relationships and power structures and possesses the ability to operate successfully within the parameters of that culture.

42 Organizational Systems

Knows how to get things done through the use of organizational processes – both formal and informal. Positively influences when change is necessary. Exhibits political savvy.

43 OrganizingBrings together people, paperwork, and other resources in an appropriate order for a designated purpose.

44 Performance ManagementAppropriately uses the concepts of both positive motivation and consequences to improve performance to preferred level.

45 PerseveranceDemonstrates persistence and employs alternate behaviors in the face of events which interfere with plans and schedules.

46 Personal AccountabilityAccepts responsibility for own actions including failure. Embraces experience as learning opportunities and not chances to blame.

47 PlanningDevelops a path to a desired outcome including sequence, feedback points, and time estimates.

48 Presentation SkillsClearly communicates information in an audience appropriate manner using current and professional materials.

49 Priority SettingDetermines the interrelationships and relative importance of tasks and takes action accordingly.

50 Problem SolvingGathers and analyzes information, identifies goals, explores and selects solutions, implements an action plan, and evaluates results.

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Competency Title Definition

Competencies Developed by MRAMRA identified 66 competencies, or specific behaviors, that businesses look for in their employees to help them achieve their business goals.

51 Process ManagementUses the necessary/established steps to successful execution of tasks; looks for process improvement opportunities.

52 Project ManagementPlans and guides a project from start to finish using a methodical approach. Garners and manages resources.

53 Resilience Recovers quickly from setbacks or difficult situations.

54 Results Orientedaccomplishment. Is action oriented. Likes challenge. Pursues opportunities. Consistently high achieving.

55 Risk TakingTakes action and makes decisions despite the existence of uncertainty. Not fearful of acting with minimal planning.

56 Self-Development

Accepts responsibility for own continued learning and growth through a personal plan ; reads books and career/technical publications; participates in organizations and educational opportunities; seeks diverse work experiences.

57 Self-Knowledge Accurately assesses own strengths and weaknesses.

58 SellingInfluences others by understanding their needs; positions information, products, and services; secures commitment.

59 Stewardshipthe common good and exercises decision making consistent with organizational values; engages in appreciative inquiry (i.e. not finger-pointing or blaming) and a

60 Strategic Skills Focuses on the big picture to idetify trends and create opportuntiies.

61 Talent ManagementUses a systematic approach to attract, develop and retain people with the competencies to achieve the current and future objectives of the organization.

62 Team BuildingBuilds on strengths and looks for ways to build positive relationships on the work team. Demonstrates trust and respect for others.

63 Technical Skillselements to established standards. Remains current regarding developments and trends in area's) of expertise.

64 Time ManagementAllocates time efficiently to the most important issues and knows what not to spend time on; completes work in a timely fashion.

65 Trust & RespectOffers respect to all in the work environment, adheres to high personal standards of acceptance, reliability, openness, and consistency of action with words.

66 VisionSees beyond the present, anticipates future results, and accurately predicts trends. Verbalizes the vision and leads the work group in that direction.

Revised April 10, 2008

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Material/LR/Iowa SHRM/SHRM—4

©2008 MRA – The Management Association. All Rights Reserved. Revised 04/08. www.mranet.org pg. 8

Competency Management Process Steps Summary

Step 1

Set the stage. Review agenda and desired outcome.

Step 2

Define competencies and their relationship to business success.

Step 3

Define the levels of management/keypositions to which the competencies will be applied.

Step 4

Establish current managementcompetencies.

Step 5

Review company’s strategic plan and related people issues.

Step 6

Establish future managementcompetencies.

Step 7

Conduct gap analysis between current and future competencies.

Step 8

Reach consensus on future management competencies.

Step 9

Exercise: Participants rate direct reports against future competencies.

Step 10

Present an overview on use of development plans.

Step 11

Actionplans/timetables established.

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Material/LR/Iowa SHRM/SHRM—5

Strategic Planning and CompetenciesToday’s human resource departments are moving rapidly into a partnership role to develop the strategic direction of their organizations. Organizations continue to emphasize the need to flatten their structure, respond more rapidly to ever-changing markets, and raise the bar of expectations for employees to assist in the achievement of the organization’s strategic objectives. The following guidelines should be considered by those in human resources who are looking for a roadmap towards that strategic role.

A critical first step is to determine the competencies required of the management team to accomplish the business or strategic plan. Some organizations determine the competencies required for their entire exempt workforce. The competencies should be established in a consensus-building process. Using an outside facilitator to work with the senior management team frees up the head of human resources to participate in the process as a peer. Various professional organizations have researched what competencies are required by managers to achieve business success. MRA has recently developed a set of recommended competencies for success based on its experience in training and consulting with member companies.

During the consensus-building process, the facilitator leads the discussion to determine the current competency profile of the management team. An ideal number is 12 to 15 competencies, but up to 20 competencies may be selected.

Next, the president and/or CEO review the organization’s strategic direction using only four or five bullet-point strategies. Discussion then centers on the human resource issues in those strategies that must be successfully addressed in order to achieve the company’s objectives. For example, one of the issues could be a significant turnover of key employees within the planning period due to anticipated retirements, plant closings, normal turnover, etc., as revealed in the workforce planning process. How will these employees be replaced in view of the upcoming crunch in number of employees in the workplace? Should jobs be restructured? Eliminated? Outsourced? During this meeting, issues should be identified, not resolved.

With the identified issues in mind, the facilitator leads senior management in a discussion of the competencies required for the future. A gap analysis comparing the current competencies with those established for the future will reveal potential areas for group training or individual development plans. This analysis can also be used to develop the company’s succession plan and candidates by assessing successor candidates against the future competency profile.

Subsequent steps should include a review of the organization structure to determine appropriate changes for alignment and consideration of staffing changes utilizing results from the competency assessment process. Compensation philosophy should be reviewed to ensure that its objectives are aligned with organization strategy. Should a merit pay system be retained or should a pay for performance program be considered?

These steps should be consolidated into a human resources plan with an executive summary from the head of human resources highlighting the strategies that will be undertaken to align the function with the organization’s strategic plan.

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Material/LR/Iowa SHRM/SHRM—�

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Material/LR/Iowa SHRM/SHRM—�

Human Resources Strategic Effectiveness—Self-Assessment

Scoring Guidelines

The Human Resources Strategic Effectiveness—Self-Assessment is a confidential self-awareness tool.

Its purpose is to make you aware of the skills and behaviors required to be an effective strategic leader of

Human Resources and to provide an informal measurement of your strengths and areas for development.

The assessment does not represent the total domain of skills required for a Human Resources professional.

Its focus is only on the strategic component of the human resources role.

You are encouraged to solicit additional feedback from those who know you best. Feedback from senior

leaders can be particularly helpful. The assessment tool can be used as a guide for obtaining additional

directed feedback.

Interpreting the Results

Most individuals will have a number of areas rated as strengths and areas for development. The key to

any assessment and developmental planning is to review the assessment results in the context of your

current and future job requirements. Ask yourself, “What strengths do I need to emphasize over the next

12 months to ensure success?” “What areas for development do I need to work on?”

The following steps are recommended to interpret your results:

List or circle the items rated as “effective” or “very effective.”

Pick out the top three “effective” and “very effective” items based on your job requirements/expectations

for the next two years and place a star next to the item number.

List or circle the items rated as “not effective” or “somewhat effective.”

Pick out the top three “not effective” and “somewhat effective” items based on your job requirements

for the next two years and place a square next to the item number.

Select the most critical item for development from the three “not effective” and “somewhat effective” items.

Prepare a development plan for the highest priority need.

1.

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Material/LR/Iowa SHRM/SHRM—�

Please rate each item below in terms of your perceived effectiveness. Place a check mark next to the rating that best depicts your current level of effectiveness.

1. Deliver on agreed to actions, goals, and commitments on time, with high quality and within budget; exceed expectations when delivering services to senior managers.

____ Not effective ____ Somewhat effective ____ Effective ____ Very effective

2. Make timely decisions in the face of risk and uncertainly that support business strategies.

____ Not effective ____ Somewhat effective ____ Effective ____ Very effective

3. Establish a high level of trust with line managers and senior leadership that results in frequent requests for advice.

____ Not effective ____ Somewhat effective ____ Effective ____ Very effective

4. Display a thorough business knowledge of the organization’s financials, business model, strategies, markets, customers, competition, goals, drivers, challenges, internal politics, industry trends, and metrics.

____ Not effective ____ Somewhat effective ____ Effective ____ Very effective

5. Think, act, and solve issues in a strategic manner by seeing the big picture, thinking long term, being market driven, using logic and facts, asking thought-provoking questions, and integrating disparate information into actionable strategies.

____ Not effective ____ Somewhat effective ____ Effective ____ Very effective

6. Consistently behave with high levels of emotional intelligence by being self aware, displaying high motivation, being empathic, having self-control, and displaying social skills that result in good mission-critical networks.

____ Not effective ____ Somewhat effective ____ Effective ____ Very effective

7. Build strong, trusting working relationships with senior leadership that instill confidence and result in inclusion in important business decisions and planning.

____ Not effective ____ Somewhat effective ____ Effective ____ Very effective

8. Build a team of highly competent professionals that effectively and efficiently delivers human resource systems, products, services and advice that measures and reports the impact of those services using business metrics.

____ Not effective ____ Somewhat effective ____ Effective ____ Very effective

9. Coach line managers and senior executives in solving individual leadership development issues by building trust, listening, showing interest, identifying real needs/goals, and providing confidential coaching resulting in improved performance and job satisfaction.

____ Not effective ____ Somewhat effective ____ Effective ____ Very effective

Human Resources Strategic Effectiveness—Self-Assessment

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Material/LR/Iowa SHRM/SHRM—�

10. Consult with line managers and senior leaders by building an authentic collaborative relationship for solving talent management and business issues through a process of contracting, assessing needs, identifying solutions, executing a plan, and tracking results.

____ Not effective ____ Somewhat effective ____ Effective ____ Very effective

11. Work as a change master by proactively providing managers and senior leadership with change management techniques, practices, and guidelines that result in effective implementation of new business initiatives.

____ Not effective ____ Somewhat effective ____ Effective ____ Very effective

12. Develop a value added business partnership with the CEO (or other senior leaders responsible for talent management) that results in joint talent management collaborations and actions in a environment of trust and mutual respect.

____ Not effective ____ Somewhat effective ____ Effective ____ Very effective

13. Listen with in-depth understanding in a way that communicates sincere interest paraphrasing, in the thinking of others, trying to understand first, and observing body language.

____ Not effective ____ Somewhat effective ____ Effective ____ Very effective

14. Influence/negotiate (without position power) with key stakeholders in a collaborative and respectful manner by listening, understanding positions and beliefs, determining what is important, preplanning, defining limits, and being flexible.

____ Not effective ____ Somewhat effective ____ Effective ____ Very effective

15. Advocate for new ideas, programs, concepts, and other organizational changes that will support organizational objectives.

____ Not effective ____ Somewhat effective ____ Effective ____ Very effective

16. Manage human resources using an ROI business model that aids in decision making for new programs and provides a framework for measuring progress using measurable metrics and a scorecard (or other tracking system).

____ Not effective ____ Somewhat effective ____ Effective ____ Very effective

17. Demonstrate agility and flexibility in driving change by making strategy adjustments based on organizational dynamics by being able to accept reality, and by keeping a good work/life balance.

____ Not effective ____ Somewhat effective ____ Effective ____ Very effective

18. Have knowledge and experience in all aspects of human resource/talent management.

____ Not effective ____ Somewhat effective ____ Effective ____ Very effective

19. Proactive in moving the human resource/talent management agenda forward by not waiting for guidance or to be asked to “sit at the table”; continually take actions that would support the organization’s business strategy more effectively.

____ Not effective ____ Somewhat effective ____ Effective ____ Very effective

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Material/LR/Iowa SHRM/SHRM—10

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Material/LR/Iowa SHRM/SHRM—11

Keys to Successful Development Plans

Be specific about what you are going to do.

Set deadlines, both interim and ultimate.

Make sure your development plan is realistic in terms of what you want to accomplish and when. Do not set yourself up for failure.

Schedule, and then carry out, your periodic progress checks.

Build in personal rewards—for small as well as big accomplishments.

As much as possible, design your plan around things you want and like to do. (If your development plan is just hard work, you will find ways to avoid it.)

Plan ways to work on your skills and goals as part of your everyday routine, both at work and at home. This way, you won’t have to set aside (or wait until you have completed) “everything else” in order to work on your development plan.

“Go public with your plan.” Share it with others so they can help you maintain your commitment and measure your progress.

Make your plan visible. Post it in front of you. Incorporate notes about it on your calendar.

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Material/LR/Iowa SHRM/SHRM—12

HR Partnership With Senior Management

HR Partnership

The HR senior management partnership is critical in order to select the high return HR projects, to gain the needed support and funding, and to get the ongoing involvement and ownership for sustained success.

Obtaining this partnership requires a planned, ongoing effort to grow and to maintain the partnership. Delivering value and solving key business challenges is the fuel to build the relationship. The partnership can always get better. It is never done. The dynamics of the business and the changing leadership needs require constant nurturing.

You need to have a plan for growing your key relationships. To start, identify those critical relationships, assess current quality of those relationships, and map out an approach for better understanding their needs and communication styles.

Please complete the information requested below and share it with your small group.

Partnership Assessment

Identify your critical senior management relationships and rate each one on a one-to-ten scale. A ten means a perfect partnership. The communication is frequent, respectful, honest, open, and meaningful/useful to both parties.

1.

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Material/LR/Iowa SHRM/SHRM—13

For the senior management relationships requiring work, describe the current status of the relationship, the needs and style of the individual and some thoughts on how to move it forward.

List some actions that would move the relationship forward. Complete one chart for each senior relationship.

Senior Leader

Action to Take Start Date Notes/Learnings

2.

3.

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Notes

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Notes

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