Fools in the Jungle

Being an HR Business Partner in a ‘wild’ commercial world

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In the Beginning…

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Introducing Me

Qtab

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Introducing Huntsman Advanced Materials

Industrial

CoatingsConstruction

SportFlooring

ElectronicDVD

Energy

Power Wind TransportationAutomotive Aerospace

DIY

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HR Impact Areas

Processes, Policies,Frameworks

HumanCapability

Culture / Engagement

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Meet Business & Individual Needs

DisciplinedBehaviours & Processes

Business Individual

• Sales / Profitability Targets

• Increased Market Share

• New Product Launches

• Talent Attracted, Developed & Retained

• Smooth/Rigorous Change Mgt

• Achieve

• Belong

• Contribute

• Develop

DisciplinedBehaviours & Processes

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The End in Mind…

Envision / Enable

Commercially Aligned

Cultural

and

Capability

Change

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The ‘role’ of the HR Business Partner

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Typical roles of HR Business Partners

Doctor

Salesperson

Inventor

Builder

Explorer

ArchitectAccountant

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Zoo or Jungle?

Predictable Clarity Tame Disciplined

Volatile Ambiguity Wild Unruly

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Adapt or Die…

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A ‘Fool’ fit for the Jungle?

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The ‘Foolish’ Approach

Serves King/Master as

- Sense-Maker- Truth Teller- Conscience and Critic- Trusted Advisor - Coach

Approach needed may be

- Courageous

- Unconventional

- Forward Thinking

- Shrewd / ‘Clever’

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‘Jungle’ Case Study

Enhance Global Sales

- Culture- Capabilities - Contribution

- ‘Hunters’

(winning new business)

- ‘Value Increase Value Alignment’ (service differentiation)

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1. Is the Business ‘Change-Ready’?

The truth that makes men free is for the most part the truth which men prefer not to hear (Herbert Agar)

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Key Change Drivers

Actionablefirststeps

Actionablefirststeps

Capacity forchange

Clear sharedVision+ + + “Put it off”=

Pressure forchange

Pressure forchange

Pressure forchange

Clear sharedVision

Clear sharedVision

Capacity forchange

Capacity forchange

Actionablefirststeps

+

+

+

+

+

+

+

+

+

=

=

=

Fast start, fast fizzle out

Anxiety,frustration

No focusFalse starts

If missing

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1. Aware

2. Accept

3. Agree to Act

4. Build Plan

5. Implement

Real change must follow this sequence

The majority of effort is needed here

Observations on Delivering Change

Check / CelebrateProgress

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‘Change Readiness’ Assessment

Q1: How evident is the Clear Shared Vision for Hunting in AdMat overall?

Q2: How evident is a Clear Shared Vision for Hunting in yourSCU in your Region?

Q3: Considering your SCU in your Region, how evident is the Pressure for Change relating to Hunting? (i.e. you consistently sense/observe/see/hear we have to change the way we do business)

Q4: How do you rate the Capacity to Change in your SCU and Region? (resource & capability)

Q5: How clear and confident are you regarding the Actionable Steps we are taking to increase ‘Hunting’?

Response ChoicesNot at all

1 Too little

2 Adequate

3 Strong

4 Very Strong

5

Microsoft Word Document

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Results:

… clearly room for improvement

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Establishing Ground Truth

CON frontversation

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2. How do you Eat an Elephant?

A Mouthful at a Time!

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Serving as a Business Coach

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Goal

Identify and Tackle the Barriers

that impede ‘Hunting’

(‘New’ Sales Business)

Hunter Barrier Assessment

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2. Ideal Outcome

Environmental / Systemic Factors

3. Assess Nature of Current Barriers

4. Brainstorm Solutions

‘Instant Payoff’ Coaching

1. Define Problem

SELF(own capability)

What is the GOAL?

What is the REALITY?

Others

What OPTIONS for change?

5. Implement viableSolutions/Improvements

WAY FORWARD?

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Global ‘Barrier Task Force’

Current Barriers (Magnitude)?

- Self- Others- Environmental / Systemic

- Time (Lost)

- Frequency- Scope

Possible Solutions (‘Fly’ Factor)?

CostBenefitSimplicitySpeed

Spreadsheet Tool Used

Result?

85 ‘barriers’/ solution ideas

Microsoft Excel Worksheet

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Three Critical Themes Emerged

The 3 BIGGEST BARRIER issues are

‘Strategic Awareness’(Align Selling to Strategy)

‘Simplification’(Improve systems/processes)

‘Supply’ (Improve OTIF)

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Key Issues in Pictures

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Potential Impacts if nothing changes…

on

Sales Associate- ‘Hunting Focus’- Motivation- Productivity

Customer- Reputation and Trust

Results- Lower Sales ($$$)

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Supply - Key Barriers by Type

Self (SCU/Sales specific) Others (Other Functions) Environmental / Systemic

Forecasting (FC)- Insufficient discipline / skills- Lack recognition importance FC and appreciation of the ‘bigger picture’ issues

Customer Orientation- Perceived lack of company wide commitment to prioritize and meet external customer needs

Alignment- Goals of SC/SCUs in conflict?- Systemic ‘Schizophrenia’? (Rigid ‘Commodity’ model (f)or Flexible ‘Specialty’ business?)

Lack Directive Power- Feel ‘helpless’ to secure required supply and support

Customer Services- Unable to identify the location or stage of order shortfalls & pro-actively interface/respond to Sales and Customers re. complaints

Lead Time New Business- batch size/process not workable in many cases

Sampling Process- Lack clarity/understanding

Ordering/Tracking Process- Process inadequate to provide timely/accurate updates to Sales/Customer = much time trouble-shooting- Market Volatility does not permit FC accuracy for Commodity (FC lock)

Allocation Awareness- Need to understand ‘why’?- Need more know-how of alternatives to offer customer

Internal Capability- Unable to anticipate accurate demand over longer term- Inventory on ‘too lean’ basis?

Customer Interface- Insufficient management of customer expectations re. FC

Customer Capability- Often cannot provide timely / accurate order data for FC

Sampling- lack agreed process/roles- process takes too long

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Key to Assessing Proposed Solutions

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Proposals : Supply

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Further Focus / First Steps (80:20)

Supply Chain

0

1

2

3

4

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0 1 2 3 4 5 6

Ease

Supply 1

Supply 2

Supply 3

Supply 4

Supply 5

Supply 6

Supply 7

Supply 8

Supply 10

Supply 11

Supply 12

Supply 9

Supply - Benefi t

0

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1 2 3 4 5 6 7 8 9 10 11 12

Attributes

Supply- Ease

0

1

2

3

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1 2 3 4 5 6 7 8 9 10 11 12

Attributes

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Looking Back - What Worked?

AT > TT (avoid NIHS ) Dedicated ‘Task Force’ Sales Manager assigned as

project co-pilot Clear criteria to assess

Problems/Solutions Assessment & Choice

(Relativity / Weightings) Report / Feedback style Follow up Workshops to

Review Results/Agree Actions

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GROW your Business Impact

G oals

R ealities

O ptions

W ay Forward

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3. How do I avoid Camel Creation?

What is a Camel?

A Horse designed by a Committee

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‘Monsters under Bed’

All key stakeholders to think of every possible ‘nasty’ question they can that they hope nobody will ask about the Change Project

(but will, of course…)

Force the same stakeholders to come to a consensus on clear, comprehensive and authentic answers to address the above questions

(stay on the ‘front foot’!)

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4. How to develop FAB Performance?

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Aligned Capability and Contribution

Contribution DemandedCompetency and Capability Requirements

High Performance Mediocre Performance Poor Performance

How to ensure the best chance of alignment?

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FAB Performance

High Performance

F ully

A ligned

B ehaviours

F requently

A ligned

B ehaviours

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Stage 1 – Identify Competencies

Nominated Business Stakeholders identify most critical job competencies using a simple, structured approach(HR guidance/support provided)

For each of the critical competency, stakeholders identified action/behaviour statements that illustrate them it in tangible and observable terms

Result = the basis to assess level at which specific job criticalcompetency is captured and conveyedin very concrete terms

•Xxxxx•Xxxxx•Xxxxx•Xxxxx•Xxxxx•Xxxxx•Xxxxx

1. Achieving Valuable Results2. Decision Making3. Building Teams4. Innovative Thinking5. Initiative6. Customer Focus

lower critical useful

Gives Regular Feedback…• Energised by Tough Challenges Sets Clear Challenging Goals• Identifies Efficient Processes Deals with Performance Issues Provides Direction and Guidance• etc. etc. etc. etc.

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Top 5 Competencies (Sales Manager)

Achieving Valuable Results Decision Making Developing Others Customer Focus Using Resources

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Achieving Valuable Results (Manager)

What are key FAB performance drivers?

Gives regular feedback on progress Provides the information people need to do their jobs and

make accurate decisions Sets clear, challenging goals Measures performance against goals

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Final Outcome

1. Self / Manager Assessment(simple tool used)

2. Concrete Conversations

about competenciesand other capabilities vs.

contribution requirements

3. Implementation of Development Plans/Actions to both address ‘Gaps’ and leverage ‘Good to Great’

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Four Final Factors

PartnershipCourageous Conviction

NetworkValue Proposition

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Finally… Stay on Two Wheels!

H

R

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Thank You…

“That, of course, is the secret of the successful fool, that he is no fool at all.”

Isaac Asimov