You can put them in a chat room but you can’t make them talk
You can’t put in what god left out - the problem
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© Henley Business School 2011 www.henley.reading.ac.uk Centre for HR excellence You can’t put in what God left out
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Transcript of You can’t put in what god left out - the problem
© Henley Business School 2011www.henley.reading.ac.uk
Centre for HR excellence
You can’t put in what God left out
Fit the person to the role
The HR business partner role
HRBPBusiness Complexity HR Mix
4
Complexity• ambiguity• time horizons• delivery breadth
Level 5CEO - Where one would typically expect the strategic intent of a large and complex organisation to be positioned
Level 4HRD - Where that strategic intent would be translated into questions that the organisation needs to answer, and aligned HR objectives
Level 3HR Generalist/CoE specialist - Where work happens to find answers to these often difficult questions. The vast majority of mid and senior management work happens in this level
Elliott Jaques – not everyone can be a strategic business partner
Level 7
Level 2Level 1
Level 6Level 5
Level 4
Level 3Ideal
HRBPvalue area
Level 2Service Centre - Where work happens within a process or policy framework
5
Work Levels
Level 7
Level 2Level 1
Level 6Level 5
Level 4
Level 3
Matching people & workAt any point in time, an individual’s capability to deal with complexity is either equal to, above or below that required by their role
This has implications:
•For organisations•For functions•For individuals
% individuals at any point in time with capability at level 4 or more is low versus number of roles requiring work at these levels
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Level Capabilities
Level 7
Level 2Level 1
Level 6Level 5
Level 4
Level 3
AdvicePartnership
Consistency
Accuracy
Availability
The Ulrich dilemma – What is HR’s capability to actually practice what it preaches? Have we defined elements of our purpose at a level of capability above what many of our people can often deliver?
• When we started we employed an HR admin lady who made sure the pay roll worked but we outgrew her.
• It was a function of the agenda. The individual didn't have the capability to step up again.
• We had taken the game up a notch. We had someone who was successful in the old agenda but not in the new. I would give them a reference. They weren’t a failure it depended what we wanted from them.
• Intellect was the key. They didn't have the ability to make sure my thinking on strategy was matched to their deep knowledge of the capability to deliver it.
• We are dealing with more complexity on a broader scale. Once we got six variables to think about vs four they didn't have the capability to think at that level on a broader scale.
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Fit the person to the role
Level of work of HRBP Area of business they support
Joanne Finance
Bob Region 1
Mohammed Region 2
Isabella Region 6
Millie R&D
Stig Call Centre
Level of work of HRBP Criticality to bottom line of area of business they support
Joanne Region 6
Bob R&D
Mohammed Call Centre
Isabella Region 1
Millie Region 2
Stig Finance
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What qualities do CEOs value?
Develop what is developable and what matters
‘And here’s one more slice of telling
SHRM data: when HR professionals
were asked about the worth of various
academic courses toward a
“successful career in HR”, 83% said
that classes in interpersonal
communications skills had “extremely
high value”. Employment law and
business ethics followed, at 71% and
66% respectively. Where was change
management? At 35%. Strategic
management? 32%. Finance? Um,
that was just 2%.’
Hammonds, K H (2005) Why we hate HR. www.fastcompany.com/53319/why-we-hate-hr
How to develop it
CARE
Capability
ChallengeSusta
inable flow
HR?
Throttle back to match
capability?
Increase capability to match desire?
We have a choice as to how we respond
Mihaly Csikszentmihalyi
