《美世HR如何成为一个战略业务伙伴.ppt》由会员分享，可在线阅读，更多相关《美世HR如何成为一个战略业务伙伴.ppt（32页珍藏版）》请在三一办公上搜索。
1、HRs New Role Becoming a Strategic Business Partner,November 2005,ODN National ConferenceMinneapolis,Mercer Delta Consulting,Overview,Brief Description Of Mercer Delta Consulting(MDC)HR Transformation and the Evolution of the HR Business Partner ConceptWhat It Takes to Be An Effective HR Business Par
2、tnerUsing Diagnosis to Transform Relationships and OpportunitiesStaying Focused on Issues that Matter to the BusinessDelivering Changes That Make a Real DifferenceSome Examples of Doing It WellNext Steps,Mercer Delta Consulting,Mercer Delta Clients,Executive leadership at the public-company/enterpri
3、se levelIncludes CEOs,COOs,Executive Teams,and BoardsRelationships extend out into the organization$1 billion+enterprises and smaller high-growth companiesRecognizing the need for changeAware of own limitationsLooking for assistance,Illustrative Client Companies,s,Mercer Delta Consulting,Creating Kn
4、owledge,HR Transformation and the Evolution of the HR Business Partner Concept,Mercer Delta Consulting,The Promise of HR Transformation,Substantial cost savings through the automation and outsourcing of routine transactional work and the creation of shared servicesMore complete,accurate,and useful i
5、nformation management through the creation of comprehensive,all-encompassing databases and HRIS systemsEnhanced accessibility and self-service through 24/7 online and call center support for routine operationsUniform policy application across locations due to centralization of decision-making in sha
6、red systemsEnhanced capabilities through centers of excellence for non-routine workFreed from the routine work,a new role for HR generalists as strategic business partners,Mercer Delta Consulting,From Personnel to Business Partner,Mercer Delta Consulting,Evolution of Organization Development,Mercer
7、Delta Consulting,Ulrichs Human Resource Champions(1997),Four Roles for HRAdministrative ExpertEmployee ChampionChange AgentStrategic Partner,“When HR professionals work as strategic partners,they work with line managers to institute and manage a process that creates an organization to meet business
8、requirements.”,Mercer Delta Consulting,Examples of Critical CapabilitiesFrom Ulrichs Human Resource Champions,Align performance measures to strategic prioritiesAttract and retain high-caliber peopleBe the technology leader in the fieldCreate a shared mindsetCreate capacity for changeDemonstrate cult
9、ural flexibilityEnsure trust between leaders and workersForm alliances with a variety of organizationsHave a culturally diverse workforceThink and act globally,Have dominant distribution channelsHave committed employeesIdentify and develop the next generation of leadersImprove speed,cash flow,profit
10、ability,and productivity every yearInnovate and learn more quickly than competitorsMaintain good investor relationsManage financial management systemsTake risksWork in a boundary-less way,What It Takes to Be an Effective HR Business Partner,Mercer Delta Consulting,Becoming a Strategic Business Partn
11、er,Knowledge requirementsUsing diagnosis to transform relationships and opportunitiesStaying focused on issues that matter to the businessDelivering capabilities that make a real difference,Mercer Delta Consulting,Business Partner Knowledge Requirements Examples,Strategic,Operational,Business,HR,Com
12、pensation/benefitsRecruitingHiring/firingData reportingPerformance assessmentSuccession planningRelocationOrientation and trainingLabor lawMerger integrationPolicy/fair treatment,Talent planningTalent developmentPerformance managementExecutive successionExecutive compensationHRISShared servicesOutso
13、urcing/offshoringInternational lawAcquisition assessmentManaging diversity,QualityProductivity/lean manufacturingCost-reductionProcess reengineeringSupply chain managementWork redesignCustomer managementProduct developmentChange managementMetrics/balanced scorecardTeam effectiveness,Strategic alignm
14、entOrganization architectureGlobalizationEnterprise integrationAcquisition planningOrganizational learningExecutive developmentCultural integrationChange leadershipCapability creationBoard relations,Using Diagnosis to Transform Relationships and Opportunities,Mercer Delta Consulting,Diagnosis,Provid
15、es a powerful way of working with business leaders Involves a process and a set of principles Repeats whenever new opportunities emergeHelps transform relationships,Mercer Delta Consulting,The Diagnostic Process,Scouting and Agenda Setting,ImplementedStreams-Examples,Organization ArchitectureCulture
16、 ChangeExecutive Team PerformanceLeadership Development,Relationship Building,Contracting,DataCollection,OrganizationalDiagnosis,DataFeedback,Streamsof Work,Mercer Delta Consulting,Data Collection and Analysis,Dialogues-centerpiece of data-collection strategyInput from business leaders on organizati
17、onal issues and concernsConfidential,one-on-one discussionsStructured process for interviewing,recording,analyzing,and reporting interviews with business leadersResults must feature powerful findings captured in the organizations own words,Mercer Delta Consulting,Collaborative Organizational Diagnos
18、is,Information,What do we see?,What does it say?,What does it mean?,What do we do?,HR Business Partner,Business Leader,Mercer Delta Consulting,Core Principles,Process Steps,Core Principles,BL Ownership,Collaboration,Iterative Learning,Interpretive Diagnosis,Change Leadership Skills,Getting Started,D
19、ata Collection,Data Feedback,Streams of Work,Organizational Diagnosis,Mercer Delta Consulting,Six Dimensions of Relationships That Enable Change,Source:Carucci and Pasmore.Relationships thatEnable Enterprise Change,Jossey Bass,2002,InterpersonalAgility,Courage,PersonalInvestment,BuildingTrust,Collab
20、oration,Advocacy,Staying Focused on Issues That Matter to the Business,Mercer Delta Consulting,Staying Focused on Business Issues,What are the issues that matter?Whats keeping business leaders up at night?Whats the“moose on the table”regarding the future?What drives the bottom line?Changing how you
21、spend your time and attentionNot getting pulled or pushed back into the old HR box,Delivering Changes That Make a Real Difference,Mercer Delta Consulting,Congruence Model,Mercer Delta Consulting,Two Key Challenges,Creating a new strategy that seizes market opportunities and makes full use of the org
22、anizations competitive advantages,Designing an organization that supports the full and effective execution of the new strategy,Some Examples of Doing it Well,Mercer Delta Consulting,Strategic Business Partners Par Excellence,Noel Tichy/Steve Kerr,Richard Antoine,Mercer Delta Consulting,Business Part
23、ner Career Paths Examples,Strategic,Operational,Business,HR,Compensation/benefitsRecruitingHiring/firingData reportingPerformance assessmentSuccession planningRelocationOrientation and trainingLabor lawMerger integrationPolicy/fair treatment,Talent planningTalent developmentPerformance managementExe
24、cutive successionExecutive compensationHRISShared servicesOutsourcing/offshoringInternational lawAcquisition assessmentManaging diversity,QualityProductivity/lean manufacturingCost reductionProcess reengineeringSupply chain managementWork redesignCustomer managementProduct developmentChange manageme
25、ntMetrics/balanced scorecardTeam effectiveness,Strategic alignmentOrganization architectureGlobalizationEnterprise integrationAcquisition planningOrganizational learningExecutive developmentCultural integrationChange leadershipCapability creationBoard relations,BusinessPartner,StrategicBusinessPartn
26、er,HRGeneralist,HRExecutive,HRSpecialist,OEProfessional,OEExecutive,Next Steps,Mercer Delta Consulting,Next Steps:What You Can Do,Make it personalBegin with conversations and diagnosisBuild stronger relationshipsStay focusedMeasure impact of changes on business resultsCommit to learning,Mercer Delta
27、 Consulting,We Could All Stand to Learn More About,Developing extremely effective leadersCreating more flexible but still high-performing organizationsWorking globally,virtually,horizontally,and spontaneouslyInventing and implementing new business models in old companiesChanging cultures:making customers,values,and integrity realOrganic growthLeveraging diversity for business resultsStrategic designChina and India,
