- 1. Stakeholder Satisfaction Bridging Skills &
PeopleOrganizational Assessment Team Building Competitive
Benchmarking HR Measurements Employee Relations Development &
Learning Talent Acquisition & RetentionHRLeadership HR
Strategic Plan Human Resources PlanningLeave behind for: Selection
CommitteeBrookhaven National LaboratoryIn support of candidacy by
MauroMAC. Calcao July 24, 2008 S.W.O.T Confidential
2.
- How the HR function, under my leadership, could impact the
Brookhaven National Laboratory organization and business in terms
of effectively managing the human capital by focusing on business
strategy and people planning integration, HR transactions in terms
of company repositioning, positive HR interventions, strategic
planning and functional process improvements.
- HR Process Planning First six months :
- Initially review and assess the HR function in terms of
deliverables to the business and affect on Brookhaven National
Laboratory people ( commercialization perspective andR & D
focus) , structure and HR competencies to determine how best
to:
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- Establish HR credibility by solid working relationships with
executive and functional managers.
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- Set priorities for HR deliverables and HR programmed activities
and determine how best to address customer needs
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- Align HR plans and actions to business strategy that have not
previously been met
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- Build trust in HR team with senior leadership and colleagues by
facilitating and by respectfully managing change process
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- Assess how management teams work together in order to identify
people growth opportunities
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- 1.) Identify HR roles and responsibilities - Who does
what?
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- Alignment of the HR function to the business strategy with
top-down analysis of business needs
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- Value creation - ensure that HR architecture and blueprint
programming is integrated
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- with the rest of the organization in terms ofpeople process,
systems and implementation
- 2.)HR Planning and processes the drive forCompanyof Choice
status Recruiting and Retention
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- HR as a process facilitator - play an active role at the
strategy development table and business meetings
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- Focus not only on strategy itself, but also on HR planning and
implementation - often strategy is too vague for employees to
understand and therefore implement effectively and enhance
operational efficiencies
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- HR transactional services rather than HR program content which
will differentiate successful from unsuccessful HR leadership
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- Manage the development, retention and deployment of resources
to achieve business objectives
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- DemonstrateHRs contribution to Brookhaven National Laboratory
leadership teams develop partnering relationships from customer and
market-driven perspective
3. Research & Development industry assumptions-Over the last
ten years,companies in the USA have continued to restructure,
consolidate or downsize R & D.These actions have created
opportunities for HR management to take on leadership positionsin
response to the new business paradigms. This new focus has placed a
demand for human resourcesmanagers that posses the ability to lead
and manage in a diverse labor environment and be the linking-pin
between strategy and HR action planning.Brookhaven National
Laboratorysunique positioning in critical in the areas of health
and life sciences, energy and homeland inconjunction with the g
rowing need for efficient delivery systems is changing how the
industry work is done, how employees work and the way to manage .
Key Trends-Business growth and turbulence have blurred borders
between functions requiring a need fortimely response and
flexibility to employees concerns.In order to be seamless in
responding to these needs and to employee behaviour, business
leadershiphas encouraged managers toenhance their human resources
skills. practices and processes.The gr owing complexity of managing
human capital due in a tighter labor market, competition to attract
and retain talent and the transition to a growing diverse employee
population have placed renewed focus on business leadershipand HR
management. Success has come to those leaders that promote the
principlesofCompany of Choice best practicesas an competitive
advantage.Areas of opportunity-Employeesare requesting and
sometimes demanding (through threats of organizing activities) that
there be a shift from explicitly governance to compassion and
flexibility.employees are requesting consideration in working
hours, work locations, type of work, job duties and task
assignments.In some workplace environments, there exist a trend
which is fluid not only in the way people are managed but the way
people are integrated into the operations. There now is a rapid and
cha approach to people management which has come about by the
implications of a mobile and global workforce open borders.Focus on
Human Resources: +Immerse in the R & D business process (not as
an add on), learn systems, procedures and develop key line
relationships + Assist functional leaders think through the
organization and people issues + Assess and provide optimal HR
organization design+ Work with Brookhaven National Laboratory
leadership to develop strategies and execute HR plans + Identify
non-productive HR activities and provide business solutions +
Proactively identify organization SWOT that address the need for
action plans Employee Relations - Work with managers and employees
(through focus groups) to identify and address root causes of
workplaceissues. Prioritize and address the immediate the needs
then work toward sustainable solutions. Facilitate and coach on
performancemanagement .A ssist managers in the development of
solutions through professional, cultural and personal development
Repositioning HR Lead, participate and remain. Focus on employee
inclusion programs, as appropriate. . 4.
- Challenges & Opportunities
- Actively influence Brookhaven National Laboratory management in
organization change process and opportunities to renewsupport of
people engagement.
- Maintain a strategic focus in the development of human
resources approaches as it related to compensation, recruitment
andretention and employee relations in concert with functional
leadership.
- Leveraging HR talent and knowledge base by ensuring proper and
passionate investment in support of distribution objectives .
- Partner with senior leadership by understanding the Brookhaven
National Laboratory business and operational objectivesincluding:
HRtransactional services offerings and capabilities
- Management assessment, competitive workforce planning and
competency modeling to facilitate decision making in terms
ofemployee development and commitment to the Brookhaven National
Laboratory business.
- Take ownership for the organizing status and issues, assess
situationand create change models for leadership review
andconsensus to help guide a variety of different approaches in an
effort integrate the businesses. .
- Consult on issues and assess HR activities as a collaborative
work effort which identifies and supports the key
differentiatingcompetencies been Good - Better & Best
practices.
- Deliver, after partnership with stakeholders, the relevant HR
programming which is linked to their functional business
strategy
- Function as a dispassionate third party when consulting
managers engaged in conflict and problem resolution by advisingboth
employees and managers on performance issues. Provide research
abilities and analysis in order to then providerecommendations or
innovative solutions, as appropriate. Confirm operational relevance
and appropriateness of HRpracticesare fairly and consistently
applied. Provide leadership, coaching and development of Team HR by
creating internalcommunications ( face to face, group methods to
engage employees in Town Hall meetings, intranet, web casts
andBrookhaven National Laboratory leadership letters and employees
newsletters and activities.
- Work with Brookhaven National Laboratory leadership on
enterprise initiatives that may require HR involvement.
5. HR Transformation
- Drive for Results - Passion
- Involvement & Communications
- Recruitment and Retention
- Brookhaven National Laboratory
Business Strategy 6. Methodology
- Diagnosis and Testing techniques in order to conduct
organizational development reviews in terms of what the business
requires VS how people are behaving and make recommendations on how
best to structure in support of the business process by:
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- 1.) Assessing operational plans (i.e. targets & goals)and
current competencies (i.e. People Planning)
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- 2.) Assessing HR strategy and organizational requirements
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- - What is the mission? i.e.HumanCapital philosophy
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- 3.) Assessing HR programs and functional activities
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- - Budget Planning managing the HR cost center
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- - Headcount & Redundancy manage staffing levels
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- Behavior and communication relationships How and Who speaks to
Whom?
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- To what extent does line supervisors have the right and
collective mindset in support of the business strategy?
- 5.)To what extent is the right organizational structure in
place to improve work processes, to change, and to
continuouslylearn in order to reach the desired state?
- Hold each team member accountable - w hat are the behaviors
changes / outcome needed?
- How are results measured and tied-in to above average
performance?
- What are the Rewards and Recognition plans? Any
non-monetary?
- Assure people deliver onmetrics and focus on the above average
performance.
- Share what it takes to be successful at Brookhaven National
Laboratory
7. BuildingHR relations cross organizational lines with self
directed teams by being theHR linking-pinbetween strategy and
implementation
- Explain why and how HR can support the strategy
- Show HRs return on investment to the business more than just
the soft-side to drive cultural change.
- HR ROI - Successful culture implementation is driven by:
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- Strategic focus and commitment
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- employee and operational process alignment
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- Balanced performance measurement system and rewards
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- Goals are critical rather than nice procedures to have in
place.
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- Performance indicators (KPI) for people to measure
progress.
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- People competencies and behavior necessary to achieve cultural
change
- Drive high performance culture and accountability
- Talent & Retention as the premier driver to business
success
- Organizational Analysis flexible and dynamic to operational
needs
- Design the transactional measurement
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- HR scorecard (leading, lagging, cost control and value creation
measures)
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- Measure HR- Intangibles Functional performance
relationships
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- Identify potential costs and benefits
- Calculate the ROI of HR deliverables with high energy and sense
of urgency
- Drive HR systems, rewards and recognition, competencies
development and structure so as to provide these deliverables.
- 11 Communicate how an employees job contributes to Brookhaven
National Laboratory success and their personal gain and career
growth.
- Communicate a culture of accountability and that of a learning
organization.
8. Resource Diagnostic and Testing Explain the Why? Diagnosis:
To what extent is each function characterized by the following:
Score: Seldom = 1 to Often = 5 Control: Management controls key
decision and processes on how work is done Commitment:employee have
a passion and direction that commits them to working hard
Innovation:employees are given challenging work that provides
opportunities to learn new skills and learn and to do new things.
Collaboration / Teamwork:Line management and employeeswork in teams
to accomplish goals Culture:Clinton office work environment
provides opportunity for celebration, fun, excitement, and openness
and well being Compensation:employees share gains for work
accomplished and Brookhaven National Laboratory success 9. Resource
Diagnostic and Allocation Competence:employees have the skills in
order todo their work well and know where to get help Concern for
due process: each employee is treated with dignity and respect and
differences are openlyshared professional maturity
Technology:employees have access to and use of technology that
makes their work easier Emailing is a culture that supports the use
of technology and communication - email kiosks. Communication:
Employees enjoy open, candid, and frequent information sharing with
management Brookhaven National Laboratory leader s andVP HR are
very visible. Score Best in Class48 - 50Total Points 10.
- Interpersonal flexibility
- Organizational & Business Knowledge
- Process Thinking and Results
- Motivation Willingness to drive change without affecting morale
and spirit or labor strife
- Self management and drive
- By measuring the following dimensions.
Measuring HR value and organization satisfactionAssess:HR
Functional AssessmentDiagnosis of Business Needs HR not involved in
business issues - Focus on HR issues HR asked for advice on action
planning, training in response to business need diagnosis -
reactive HR involved in business planninpartner which is able to
contribute and do progress tracking and provide feedbackMedium Low
High 1 2 3 4 5 11. Business StrategyHR not involved in business
strategies or organization strategies HR learns the business
objectives and organization strategies after they are decided HR
asked to translate business objectives into organization objectives
- strategies into actions HR asked to Leadership Team meetings to
make presentations on HR but sporadically HR Junior Member of
Management Team - only HR issues HR participate in business
decisions and discuss business issues- HR a business partnerAdvisor
in the Management Team Medium Low High 1 2 3 4 5 Medium Low High 1
2 3 4 5 12. Relations with Operations Distribution Logistics &
Corporate HR responds to requests for help and support from line
management. Manages difficult people issues and relationships
managers do not want to deal with HR coaches management on
difficult issues and proactively responds to requests for support
and help HR prepares management to deal with most people issues -
HR regarded as an important business function HR runs programs
according to schedule decided by HR - Content also decided by HR HR
runs development and training according to performance needs -
Advises on performance management HR works on all aspects of
performance managementnot just training - Supports management in
their development skills Development and Performance MeasuresMedium
Low High 1 2 3 4 5 Medium Low High 1 2 3 4 5 13. Organization
Development Organization development plans made outside of HR
Organization development plans developed with management -
implementation advice given to management HR makes suggestions and
takes action on organization development activities in order to
achieve business goals Business Processes HR knows own process and
gives process advice HR facilitatesbusiness processHR Co-leads
business process Medium Low High 1 2 3 4 5 Medium Low High 1 2 3 4
5 14. Continuous Improvement Process (CIP) HR participates in
Continuous Improvement activities HR trains and facilitates
Continuous Improvement teams HR is the consultant of CIP- trains,
teaches, facilitates management teams and other staff functions
Other functions suspicious of HR - people do not trust HR - no open
dialogue HR is trusted for advice - regarded as trustworthy in
business issues
- HR gives respected advice on business ethics
Integrity Medium Low High 1 2 3 4 5 Medium Low High 1 2 3 4 5
15. Commitment to Corporate Goals and Values HR follows rules is
thepolicy policeHR explains and manages policies to the needs of
business HR develops policy that contribute and supports the
development of business HR Policies and Practices HR separate from
business objectives and values - HR isolated HR knows objectives
and values - tries to work in line with management HR involved with
creating the business objectives - measures goals and communicates
values Medium Low High 1 2 3 4 5 Medium Low High 1 2 3 4 5 16.
InfluenceHR has no influence HR involved in social, bar-room,
conversations and backroom deals HR involved in strategic Away-Days
as critical contributor- Leader listens to HR HRnot asked for
advice before organization changes are made HR asked for comments
on implications of proposed people changes HR asked for advice on
how to change the organization to gain business benefit - before
decisions are made Practical Business Expertise Medium Low High 1 2
3 4 5 Medium Low High 1 2 3 4 5 17. Business Behavior HR not really
a business function - HR activity only involved in personnel
administration HR participates in business but on HR issues only -
often seen as a barrier to change or sees problems negative HR
positive contributor to business issues - always creative and
supportive of culture - managers seek out HR advice on change and
improvement HR only administrative - always behind on
administration work 1 2 3 4 5 HR administrative up to date - meets
expectations HR benchmark for efficient, unobtrusiveadministration
Best in Class anda Center of Excellence Excellence in HR
Administration Medium Low High 1 2 3 4 5 Medium Low High 18.
Developing the HR Action Plan Six Months to a Year
- Interview Brookhaven National Laboratory leadership What is HR
delivering for you or NOT?
- Interview with HR staff and provide feedback and
perceptions
- Review HR Systems and Processes - what needs fixing?
- Determine HR organization effectiveness and structure
- Set priorities for HR staff develop metrics
- Evaluateprimary reasons why employees look for other
opportunities:
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- Lack of job challenge or opportunity for personal growth
(25%);
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- Limited advancement opportunities (23%);
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- Compensation & Benefits(20%);
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- Poor company culture (19%)
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- Boss not a good match (13%)
- Alignment: define to what extent current HR organization is
able to accomplish goals
- Develop HR Plan to the business strategy and secure leadership
commitment
- Focus on employee and stakeholder driven action
- Determine resources availability and responsiveness
- Evaluate results of HR deliverables
- Follow up and monitor progress report to leadership on
results
- Secure clear understanding of HR expectations and deliverables
needed in terms of the overall business
- Develop HR practices, polices and procedures and systems
applications.
- Implementcommunication platform and secure grounding needed by
conducting management, staff and employee
meetings/presentations
19.
- Hands-on-HR management and focus
- 1.) Identify pervasive HR plans that cut across organization
and support the business (i.e. review HR applications).
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- Transactional focus keep eye on process improvements
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- Secure a sense for people, structure and HR organization impact
on employees
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- Develop comprehensive knowledge of the variety of business
functions and understand functional accountability, behaviorand
specific functional Clinton Brookhaven National Laboratory
businesses.
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- Show sense of urgency and accelerate learning in order to
establish personal credibility
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- Develop the HR plan that includes a balanced approach to human
resources and transactional administration, program development,
and recruiting
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- What is essential for HR Directors credibility and how to
ensure Team HR is visible and has organization presence?
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- Team HR to make recommendations that address people policies
and procedures, organization structure, transitions phasing and
mapping of HR plans.
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- People Planning Teams could be instituted with representation
from the various functional stakeholders to address people and
organizational issues.
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- Communicate openly and forthright on HR plans without being
defensive and being transparent and open to feedback on HR
deficiencies and implement best practice approach and create
practical solutions
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- Advice and Counsel Active listening
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- Create awareness about the consequences of individual actions
and highlight opportunities for development.
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- Stress a hands-on approach(People Specialists) and attention to
detail and to work in a consultative manner with employee
workforce.
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- HR Accountability the value that drives strategy
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- What gets measured gets done
20. ActivityDeliverable Outcome HR Leader BusinessPartner
Structure Coaching & Mentoring Facilitation HR DELIVERABLES AND
ACTIVITIES Efficient processes and Assessments Provide HR solutions
Aligning HR and Business strategy Executing HR strategy Being an
effectivebusiness partner Organizational diagnosis Roles
&Responsibilities Cross functionalefficiency Efficient
organization&AdministrativeEfficiency Listening andresponding
to needs, providing resources And counsel Increase commitment and
competencies Being an Operations enablerand employee
championFacilitate BusinessProcesses Creating across
functionalorganisation - Process facilitator 21. Grow People Grow
Business