NORM SMALLWOOD Norm is a recognized authority in developing
businesses and their leaders to deliver results and increase value.
His current work relates to increasing business value by building
organization, leadership, and people capabilities that measurably
impact market value. [email protected] www.rbl.net
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Ashly DelGrosso: Dancing with the Stars
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GOALS FOR THIS WORKSHOP THINK: About how HR dances with
business (contributes to business value and the HR competencies
required to do that) BEHAVE: Be able to do things that make a
difference HAVE FUN: Enjoy the experience together by learning
together
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HR value is achieved by starting from the Not from the
Inside-Out.
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Value is in eyes of the receiver of the gift, not the provider
of the gift. HR value is not from within HR but in eyes of our
stakeholders
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(Employees) HR Actions (outside)(inside) Benefits Training
& Development Compensation Org. Design & Development
(External Stakeholders) Business Environment Customers Community
Investors Analysts
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(Customers & Investors) Business Environment HR Actions In
order for HR to be Outside-In, we need a roadmap to fill in the
gap
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Strategy answers the question: Why do our customers buy from us
instead of our competitors? (Target Customers) Business Environment
Speed Price Quality Innovation Service
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Match the business to its dominant customer value proposition.
Speed Price Quality Innovation Service
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Firm Brand Identity: The identity of our firm in the eyes of
our target customers. HR Actions (Customers & Investors)
Business Environment Quick Review Strategy: Why our customers buy
from us instead of our competitors.
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1.2.3. Speed Price Quality Innovation Service Customers &
Investors Business Environment Firm Brand Identity describes the
identity of our firm in the eyes of our target customers. What are
three words we want these target customers to say about us? One of
the three words is the customer value proposition, then add two
words or phrases to describe the desired customer experience.
CHEAPFUNON-TIME Price
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Sales and marketing efforts promote the firm brand identity to
customers. A high performing culture exists when this identity is
made real to customers through employee actions. CHEAPFUNON-TIME
Make identity real to CustomersEmployees Service HIGH PERFORMANCE
CULTURE Employee actions Customer experience
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Firm Brand Identity: The identity of our firm in the eyes of
our target customers. Capabilities: Now we need strong technical
and organizational capabilities to deliver the promised customer
experience. HR Actions (Customers & Investors) Business
Environment A Quick Review Strategy: Why our customers buy from us
instead of our competitors.
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Innovation Quality Mindset Customer Connectivity
SpeedEfficiency There are 12 common organization capabilities.
These capabilities are the bridge between what the business needs
and HR actions. HR collaborates with business leaders to target and
build capabilities with highest impact on business success.
TalentLeadership Social Responsibility Strategic Alignment
LearningCollaborationAccountability People Capabilities Integrating
Capabilities Customer Capabilities Needed by all businesses
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Leadership brand is outside-in. It increases customer and
investor confidence in future results. It moves the stock price.
LEADERLEADERSHIP INSIDE OUTSIDE Leadership Brand Celebrity
LeaderCompetent LeadersLeadership Systems
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Leadership Brand capability makes the firm brand identity real
to customers. Leaders at every level ensure that customers receive
the desired brand identity experience because of employees who live
the high performance culture. CHEAPFUNON-TIME Make Identity real to
Service HIGH PERFORMANCE CULTURE Employee actions Customer
experience Leadership Brand
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HR must also build talent capability throughout entire
organization. Talent COMPETENCE The right person, in the right
place, at the right time, with the right skills Buy Build Bounce
Borrow Boost BInd COMMITMENT Enact an employee value proposition
What do I get? What do I give? CONTRIBUTION Create meaning at work
Identity Purpose Relationships Work environment Work itself
Learning/resilience Civility CompetenceCommitmentContribution
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Innovation Quality Mindset Customer Connectivity
SpeedEfficiency TalentLeadership Social Responsibility Strategic
Alignment LearningCollaborationAccountability People Capabilities
Integrating Capabilities Customer Capabilities 1 Integrating
Capability 1 Customer Capability High performing HR goes beyond
talent and leadership to build two additional organization
capabilities aimed at building a unique culture targeted to the
business.
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TalentLeadership Social Responsibility Strategic Alignment
LearningCollaborationAccountability People Capabilities Integrating
Capabilities Innovation Quality Mindset Customer Connectivity
SpeedEfficiency Customer Capabilities Speed Quality Innovation
Service Price Customer Value Proposition (why our customers buy
from us) Target and build the customer capability that corresponds
to your customer value proposition. First: Customer Value
Proposition Price Efficiency 1 Customer Capability
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TalentLeadership People Capabilities Innovation Quality Mindset
Customer Connectivity SpeedEfficiency Customer Capabilities Social
Responsibility Strategic Alignment
LearningCollaborationAccountability Integrating Capabilities 1
Integrating Capability Choose an organization capability from the
Integrating Capabilities. Second: Collaboration
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Innovation Quality Mindset Customer Connectivity
SpeedEfficiency TalentLeadership Social Responsibility Strategic
Alignment LearningCollaborationAccountability One Integrating
Capability One Customer Capability Hypothetical Example: Southwest
Airlines Both People Capabilities Speed Quality Innovation Service
Price
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Accountability Quality Mindset Customer Connectivity
SpeedInnovation Social Responsibility Strategic Alignment Learning
Speed Quality Service Innovation TalentLeadership One Integrating
Capability One Customer Capability Both People Capabilities
Hypothetical Example: Southwest Airlines Customer Value Proposition
Southwest Airlines: Build a high-performing culture of efficiency
and collaboration supported by strong talent and leadership.
Collaboration Efficiency Price
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High performance culture at SWA: collaborating with customers
to ensure fun experience around firm brand identity
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Roadmap Business Environment: Business traveler is dominant
logic High competition Low margin Regulated Strategy: Customer
Value Proposition: Low Price CHEAPFUNON-TIME Firm Brand Identity:
Service Capabilities: Leadership Brand HIGH PERFORMANCE CULTURE
TalentCollaborationEfficiency What HR actions are needed to build
these capabilities?
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From: HR Activities To: Organization Capabilities
(Deliverables) HR actions must shift from internally focused HR
activities to building and implementing targeted organization
capabilities. Recruiting Performance Management Compensation
Training & Development OD Benefits
LeadershipTalentEfficiencyCollaboration Internally Focused HR
Activities Targeted Organization Capabilities
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Recruiting Performance Management Compensation Training &
Development OD Benefits To: Organization Capabilities
(Deliverables) From: HR Activities
LeadershipTalentEfficiencyCollaboration HR Actions Give the most
frequent flyers a coupon to give out to employees when experience a
great flight. Have flight crew candidates tell a joke, sing a song,
demonstrate their ability to lead a fun experience with others.
Semi-annual workout sessions to identify ways to increase
simplicity and take out costs. Pay on-time takeoff bonus to flight
crew and mechanics team. With a clear view to targeted
capabilities, HR must redefine each HR activity and then integrate
them to build each targeted organization capability
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High-performing HR is more than talent and leadership. HR
Action Challenge: Three 3s for each of the 12 capabilities. 3
hours:3 months:3 outcomes: What are three specific outcomes we will
deliver in 3 months? What specific things will we accomplish in 3
months (who will do what, when, where)? What can I help my
management team do in 3 hours to make progress? TalentLeadership
Innovation Quality Mindset Customer Connectivity SpeedEfficiency
Social Responsibility Strategic Alignment
LearningCollaborationAccountability
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HR Actions HR Competencies: Its not enough to know that we
should build targeted capabilities; HR must invest in itself to
dance better with the business.
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Every four years for the last 25 years, we have worked with
regional HR associations across the world to identify what these
competencies are.
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High-performing HR professionals must have proficiency in Six
Competency Domains to dance with their business.
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Credible Activist: has personal credibility with the business
and initiates action. High-performing HR professionals must have
proficiency in Six Competency Domains to dance with their business.
Strategic Positioner: knows the market context (customers,
investors, community) and interprets to frame HR impact. Capability
Builder: collaborates with business to audit, target, and build
organization capabilities. Change Champion: knows how to manage and
sustain individual, project, and enterprise change efforts. HR
Innovator & Integrator: takes a systemic approach to integrate
and align HR practices. Technology Proponent: utilizes technology
to increase efficiency, build communities, and influence
stakeholders.
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Roadmap Business Environment: Business traveler is dominant
logic Strategy: Low Price CHEAPFUNON-TIME Firm Brand Identity:
Service Capabilities: Leadership Brand HIGH PERFORMANCE CULTURE
TalentCollaborationEfficiency HR Actions: HR Competencies:
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For more information about any of the material covered in this
session, please contact Norm Smallwood by email or visit the web:
[email protected] www.rbl.net
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LEADERSHIP Weve talked to senior executives all over the world
in a variety of industries and heard four themes about how to
develop great leaders: 1.Focus on your core business strategy.
2.Ensure execution at every level. 3.Strengthen your performance
culture. 4.Invest in and engage your workforce. These messages
align with our work about what effective leaders must do in any
market focus attention, deliver results, build capabilities for the
future, and connect employees to customers to deliver the right
experience. When leaders get these things done well, organizations
will emerge stronger than competitors. The RBL Group has taken an
outside-in, value-oriented business approach for over ten years
about how leaders can deliver the right results the right way.
STRATEGIC HR In 1989, we asked the question, How does HR add value
to the businesses they support? After twenty years of research,
developing a global database of over 40,000 professionals, and
practical implementation with companies from around the globe, weve
identied, tried, and tested principles HR leaders should follow to
adapt their organizations to deliver value in any economy. Our
approach to transforming HR produces the following benets:
1.Increased HR effectiveness AND decreased costs. 2.Improved HR
competence AND contribution. 3.Delivery of strategic organizational
capabilities AND leveraged talent. What We Do