This is the time of the year when various organisations and departments are starting to plan for the next year. The same applies to HR Departments.
That’s why I’d to share with you a section from Dave Ulrich’s latest book “HR from the Outside In” on how to build an effective HR Department. He suggests four priorities:
- Create an HR business plan.
- Finalise your HR department organisation.
- Provide good HR analytics.
- Do HR for HR – be a role model.
To direct an HR department, a CHRO needs a clear HR business plan, one that lays out how the department will operate.
Here are Ulrich’s suggested seven steps for building on a HR Business plan…
1. Define the business context.
- Define the business environment
- Recognise and define expectations of key stakeholders
- Master the business strategy
Recognise the challenges facing the business, the stakeholder expectations, and appropriate business strategies.
2. Articulate the HR vision.
- Who we are (partner, guide, director, leader, architect, etc.)
- What we do (build individual and organisational capability, etc.)
- Why we do it (competitiveness, etc.)
Articulate a vision of the HR function that can be shared inside the function (to excite HR professionals) and outside the function (to engage clients)
3. Specify deliverables or outcomes.
- Define the deliverables, outcomes, or guarantees from doing good HR work. These should be measurable and specific.
Define three to five deliverables of what the HR function can guarantee for the organisation. These deliverables are often capabilities required for the organisation to compete. They must be specific and measurable.
4. Make human resource investments
- Create a typology or menu of HR practices that can help reach outcomes.
- Generate alternative HR practices.
- Prioritise critical HR practices.
- Make investment choices on critical practices (cost-benefit analysis).
Prioritise HR practices that must be implemented to accomplish the deliverables.
5. Create HR governance and structure.
- Identify who can do the work (HR, line managers, strategic vendors, staff managers).
- Create a responsibility grid for who must do the work.
Define accountabilities and responsibilities for getting HR work done.
6. Prepare action plants
- Prepare a specific action plan (who, what, when, where) for accomplishing HR priorities
Prepare an action plan with detailed tasks, responsibilities, resources required, time frames, and so on.
7. Ensure HR competencies
- Identify critical HR competencies needed to meet the HR plan
- Assess current state of competencies
- Prepare improvement plans
Ensure that HR professionals are able to accomplish the business plan.
Some of the topics and speakers are:
- A true business partner adds value to the organisation: The JD Group Story – Pamela Barletta, Ex-Group Executive: Human Resources
- HR Strategy that delivers –Senta Morley, General Manager Group Human Resources, TFG Foschini Retail Group (Pty) Ltd
- Results driven talent management – John October, Executive Head: HR, Learning & VAPS, Telesure Investment Holdings (Pty) Ltd
- HR value proposition, employer branding and retention – Zelda Breytenback, Human Resources Manager, Spree and Touchlab
- HR as the driver of ethics in the organisation – Cynthia Schoeman, Managing Director, Ethics Monitor
- Performance Management – The Critical Success Factors – Craig Casserley, Management Development & Performance Specialist, Metropolitan Life
- The HR Business Partner as an Internal Consultant – Janine Baillie-Stewart, Human Resource Manager, GMS (Global Manufacturing & Supply) Supply Chain – Consumer Health, GlaxoSmithKline