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Creating a Self-Sustaining Culture
CULTURE VS STRATEGYHOW TO BEAT THE COMPETITION
2
Culture Defining
Leveraging
Changing
Strategy Developing
Aligning
Implementing
Case StudiesResources
Wrap Up
3
4
Competing on pay is a losing game
Your talent and culture are your differentiators
People take the job for money stay for culture
5
Defining
7
8
9
Leaders canrsquot be everywhere
Employees have to know the backstop
Employees make decisions like owners
10
11
12
Leveraging
DO define values in behavioral terms
DO consider the true cost of HP-LF employees
Resource The Culture Engine
14
Develop your own storieslegends
Core value -- Action -- Story
For example tell me a time someone went above and beyondhellip
15
1 Job ads (ex 1 vs 2)
2 Interviews
3 Orientation (ex GATR)
4 Onboarding
5 Performance management
6 Communications (ex 867-5309)
7 Newsletter (both)
8 All HandsTown Hall meetings
9 Social awareness
10 Events
11 Everyday actions (ex big ideas)
12 Language (ex washing the car)
Practical Examples of Culture In Action
16
Homework
Think about your own organization and what examples might apply
Who is responsible for those culture elements (touchstones)
How often do you share Why not more or less
What is the purpose What does it reinforce
17
18
Case Studies
20
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
2
Culture Defining
Leveraging
Changing
Strategy Developing
Aligning
Implementing
Case StudiesResources
Wrap Up
3
4
Competing on pay is a losing game
Your talent and culture are your differentiators
People take the job for money stay for culture
5
Defining
7
8
9
Leaders canrsquot be everywhere
Employees have to know the backstop
Employees make decisions like owners
10
11
12
Leveraging
DO define values in behavioral terms
DO consider the true cost of HP-LF employees
Resource The Culture Engine
14
Develop your own storieslegends
Core value -- Action -- Story
For example tell me a time someone went above and beyondhellip
15
1 Job ads (ex 1 vs 2)
2 Interviews
3 Orientation (ex GATR)
4 Onboarding
5 Performance management
6 Communications (ex 867-5309)
7 Newsletter (both)
8 All HandsTown Hall meetings
9 Social awareness
10 Events
11 Everyday actions (ex big ideas)
12 Language (ex washing the car)
Practical Examples of Culture In Action
16
Homework
Think about your own organization and what examples might apply
Who is responsible for those culture elements (touchstones)
How often do you share Why not more or less
What is the purpose What does it reinforce
17
18
Case Studies
20
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
Culture Defining
Leveraging
Changing
Strategy Developing
Aligning
Implementing
Case StudiesResources
Wrap Up
3
4
Competing on pay is a losing game
Your talent and culture are your differentiators
People take the job for money stay for culture
5
Defining
7
8
9
Leaders canrsquot be everywhere
Employees have to know the backstop
Employees make decisions like owners
10
11
12
Leveraging
DO define values in behavioral terms
DO consider the true cost of HP-LF employees
Resource The Culture Engine
14
Develop your own storieslegends
Core value -- Action -- Story
For example tell me a time someone went above and beyondhellip
15
1 Job ads (ex 1 vs 2)
2 Interviews
3 Orientation (ex GATR)
4 Onboarding
5 Performance management
6 Communications (ex 867-5309)
7 Newsletter (both)
8 All HandsTown Hall meetings
9 Social awareness
10 Events
11 Everyday actions (ex big ideas)
12 Language (ex washing the car)
Practical Examples of Culture In Action
16
Homework
Think about your own organization and what examples might apply
Who is responsible for those culture elements (touchstones)
How often do you share Why not more or less
What is the purpose What does it reinforce
17
18
Case Studies
20
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
4
Competing on pay is a losing game
Your talent and culture are your differentiators
People take the job for money stay for culture
5
Defining
7
8
9
Leaders canrsquot be everywhere
Employees have to know the backstop
Employees make decisions like owners
10
11
12
Leveraging
DO define values in behavioral terms
DO consider the true cost of HP-LF employees
Resource The Culture Engine
14
Develop your own storieslegends
Core value -- Action -- Story
For example tell me a time someone went above and beyondhellip
15
1 Job ads (ex 1 vs 2)
2 Interviews
3 Orientation (ex GATR)
4 Onboarding
5 Performance management
6 Communications (ex 867-5309)
7 Newsletter (both)
8 All HandsTown Hall meetings
9 Social awareness
10 Events
11 Everyday actions (ex big ideas)
12 Language (ex washing the car)
Practical Examples of Culture In Action
16
Homework
Think about your own organization and what examples might apply
Who is responsible for those culture elements (touchstones)
How often do you share Why not more or less
What is the purpose What does it reinforce
17
18
Case Studies
20
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
Competing on pay is a losing game
Your talent and culture are your differentiators
People take the job for money stay for culture
5
Defining
7
8
9
Leaders canrsquot be everywhere
Employees have to know the backstop
Employees make decisions like owners
10
11
12
Leveraging
DO define values in behavioral terms
DO consider the true cost of HP-LF employees
Resource The Culture Engine
14
Develop your own storieslegends
Core value -- Action -- Story
For example tell me a time someone went above and beyondhellip
15
1 Job ads (ex 1 vs 2)
2 Interviews
3 Orientation (ex GATR)
4 Onboarding
5 Performance management
6 Communications (ex 867-5309)
7 Newsletter (both)
8 All HandsTown Hall meetings
9 Social awareness
10 Events
11 Everyday actions (ex big ideas)
12 Language (ex washing the car)
Practical Examples of Culture In Action
16
Homework
Think about your own organization and what examples might apply
Who is responsible for those culture elements (touchstones)
How often do you share Why not more or less
What is the purpose What does it reinforce
17
18
Case Studies
20
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
Defining
7
8
9
Leaders canrsquot be everywhere
Employees have to know the backstop
Employees make decisions like owners
10
11
12
Leveraging
DO define values in behavioral terms
DO consider the true cost of HP-LF employees
Resource The Culture Engine
14
Develop your own storieslegends
Core value -- Action -- Story
For example tell me a time someone went above and beyondhellip
15
1 Job ads (ex 1 vs 2)
2 Interviews
3 Orientation (ex GATR)
4 Onboarding
5 Performance management
6 Communications (ex 867-5309)
7 Newsletter (both)
8 All HandsTown Hall meetings
9 Social awareness
10 Events
11 Everyday actions (ex big ideas)
12 Language (ex washing the car)
Practical Examples of Culture In Action
16
Homework
Think about your own organization and what examples might apply
Who is responsible for those culture elements (touchstones)
How often do you share Why not more or less
What is the purpose What does it reinforce
17
18
Case Studies
20
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
7
8
9
Leaders canrsquot be everywhere
Employees have to know the backstop
Employees make decisions like owners
10
11
12
Leveraging
DO define values in behavioral terms
DO consider the true cost of HP-LF employees
Resource The Culture Engine
14
Develop your own storieslegends
Core value -- Action -- Story
For example tell me a time someone went above and beyondhellip
15
1 Job ads (ex 1 vs 2)
2 Interviews
3 Orientation (ex GATR)
4 Onboarding
5 Performance management
6 Communications (ex 867-5309)
7 Newsletter (both)
8 All HandsTown Hall meetings
9 Social awareness
10 Events
11 Everyday actions (ex big ideas)
12 Language (ex washing the car)
Practical Examples of Culture In Action
16
Homework
Think about your own organization and what examples might apply
Who is responsible for those culture elements (touchstones)
How often do you share Why not more or less
What is the purpose What does it reinforce
17
18
Case Studies
20
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
8
9
Leaders canrsquot be everywhere
Employees have to know the backstop
Employees make decisions like owners
10
11
12
Leveraging
DO define values in behavioral terms
DO consider the true cost of HP-LF employees
Resource The Culture Engine
14
Develop your own storieslegends
Core value -- Action -- Story
For example tell me a time someone went above and beyondhellip
15
1 Job ads (ex 1 vs 2)
2 Interviews
3 Orientation (ex GATR)
4 Onboarding
5 Performance management
6 Communications (ex 867-5309)
7 Newsletter (both)
8 All HandsTown Hall meetings
9 Social awareness
10 Events
11 Everyday actions (ex big ideas)
12 Language (ex washing the car)
Practical Examples of Culture In Action
16
Homework
Think about your own organization and what examples might apply
Who is responsible for those culture elements (touchstones)
How often do you share Why not more or less
What is the purpose What does it reinforce
17
18
Case Studies
20
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
9
Leaders canrsquot be everywhere
Employees have to know the backstop
Employees make decisions like owners
10
11
12
Leveraging
DO define values in behavioral terms
DO consider the true cost of HP-LF employees
Resource The Culture Engine
14
Develop your own storieslegends
Core value -- Action -- Story
For example tell me a time someone went above and beyondhellip
15
1 Job ads (ex 1 vs 2)
2 Interviews
3 Orientation (ex GATR)
4 Onboarding
5 Performance management
6 Communications (ex 867-5309)
7 Newsletter (both)
8 All HandsTown Hall meetings
9 Social awareness
10 Events
11 Everyday actions (ex big ideas)
12 Language (ex washing the car)
Practical Examples of Culture In Action
16
Homework
Think about your own organization and what examples might apply
Who is responsible for those culture elements (touchstones)
How often do you share Why not more or less
What is the purpose What does it reinforce
17
18
Case Studies
20
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
Leaders canrsquot be everywhere
Employees have to know the backstop
Employees make decisions like owners
10
11
12
Leveraging
DO define values in behavioral terms
DO consider the true cost of HP-LF employees
Resource The Culture Engine
14
Develop your own storieslegends
Core value -- Action -- Story
For example tell me a time someone went above and beyondhellip
15
1 Job ads (ex 1 vs 2)
2 Interviews
3 Orientation (ex GATR)
4 Onboarding
5 Performance management
6 Communications (ex 867-5309)
7 Newsletter (both)
8 All HandsTown Hall meetings
9 Social awareness
10 Events
11 Everyday actions (ex big ideas)
12 Language (ex washing the car)
Practical Examples of Culture In Action
16
Homework
Think about your own organization and what examples might apply
Who is responsible for those culture elements (touchstones)
How often do you share Why not more or less
What is the purpose What does it reinforce
17
18
Case Studies
20
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
11
12
Leveraging
DO define values in behavioral terms
DO consider the true cost of HP-LF employees
Resource The Culture Engine
14
Develop your own storieslegends
Core value -- Action -- Story
For example tell me a time someone went above and beyondhellip
15
1 Job ads (ex 1 vs 2)
2 Interviews
3 Orientation (ex GATR)
4 Onboarding
5 Performance management
6 Communications (ex 867-5309)
7 Newsletter (both)
8 All HandsTown Hall meetings
9 Social awareness
10 Events
11 Everyday actions (ex big ideas)
12 Language (ex washing the car)
Practical Examples of Culture In Action
16
Homework
Think about your own organization and what examples might apply
Who is responsible for those culture elements (touchstones)
How often do you share Why not more or less
What is the purpose What does it reinforce
17
18
Case Studies
20
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
12
Leveraging
DO define values in behavioral terms
DO consider the true cost of HP-LF employees
Resource The Culture Engine
14
Develop your own storieslegends
Core value -- Action -- Story
For example tell me a time someone went above and beyondhellip
15
1 Job ads (ex 1 vs 2)
2 Interviews
3 Orientation (ex GATR)
4 Onboarding
5 Performance management
6 Communications (ex 867-5309)
7 Newsletter (both)
8 All HandsTown Hall meetings
9 Social awareness
10 Events
11 Everyday actions (ex big ideas)
12 Language (ex washing the car)
Practical Examples of Culture In Action
16
Homework
Think about your own organization and what examples might apply
Who is responsible for those culture elements (touchstones)
How often do you share Why not more or less
What is the purpose What does it reinforce
17
18
Case Studies
20
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
Leveraging
DO define values in behavioral terms
DO consider the true cost of HP-LF employees
Resource The Culture Engine
14
Develop your own storieslegends
Core value -- Action -- Story
For example tell me a time someone went above and beyondhellip
15
1 Job ads (ex 1 vs 2)
2 Interviews
3 Orientation (ex GATR)
4 Onboarding
5 Performance management
6 Communications (ex 867-5309)
7 Newsletter (both)
8 All HandsTown Hall meetings
9 Social awareness
10 Events
11 Everyday actions (ex big ideas)
12 Language (ex washing the car)
Practical Examples of Culture In Action
16
Homework
Think about your own organization and what examples might apply
Who is responsible for those culture elements (touchstones)
How often do you share Why not more or less
What is the purpose What does it reinforce
17
18
Case Studies
20
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
DO define values in behavioral terms
DO consider the true cost of HP-LF employees
Resource The Culture Engine
14
Develop your own storieslegends
Core value -- Action -- Story
For example tell me a time someone went above and beyondhellip
15
1 Job ads (ex 1 vs 2)
2 Interviews
3 Orientation (ex GATR)
4 Onboarding
5 Performance management
6 Communications (ex 867-5309)
7 Newsletter (both)
8 All HandsTown Hall meetings
9 Social awareness
10 Events
11 Everyday actions (ex big ideas)
12 Language (ex washing the car)
Practical Examples of Culture In Action
16
Homework
Think about your own organization and what examples might apply
Who is responsible for those culture elements (touchstones)
How often do you share Why not more or less
What is the purpose What does it reinforce
17
18
Case Studies
20
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
Develop your own storieslegends
Core value -- Action -- Story
For example tell me a time someone went above and beyondhellip
15
1 Job ads (ex 1 vs 2)
2 Interviews
3 Orientation (ex GATR)
4 Onboarding
5 Performance management
6 Communications (ex 867-5309)
7 Newsletter (both)
8 All HandsTown Hall meetings
9 Social awareness
10 Events
11 Everyday actions (ex big ideas)
12 Language (ex washing the car)
Practical Examples of Culture In Action
16
Homework
Think about your own organization and what examples might apply
Who is responsible for those culture elements (touchstones)
How often do you share Why not more or less
What is the purpose What does it reinforce
17
18
Case Studies
20
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
1 Job ads (ex 1 vs 2)
2 Interviews
3 Orientation (ex GATR)
4 Onboarding
5 Performance management
6 Communications (ex 867-5309)
7 Newsletter (both)
8 All HandsTown Hall meetings
9 Social awareness
10 Events
11 Everyday actions (ex big ideas)
12 Language (ex washing the car)
Practical Examples of Culture In Action
16
Homework
Think about your own organization and what examples might apply
Who is responsible for those culture elements (touchstones)
How often do you share Why not more or less
What is the purpose What does it reinforce
17
18
Case Studies
20
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
Homework
Think about your own organization and what examples might apply
Who is responsible for those culture elements (touchstones)
How often do you share Why not more or less
What is the purpose What does it reinforce
17
18
Case Studies
20
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
18
Case Studies
20
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
Case Studies
20
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
20
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
21
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
What itrsquos all about
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
23
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
Moving from reactive to proactive takes a plan We call that your HR strategy
HR planning is a process that identifies current and future HR needs for an organization to achieve its goals HR planning should serve as a link between HR and the overall strategic plan of an organization
Herersquos the simplest way to define
strategy
A planned doable sequence of
actions designed to achieve a
distinct measurable goal 24
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
70 of HR pros want to know how to develop an HR strategy
67 want to align it with business objectives
50 want help implementing
25
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
26
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
Purpose
Plan
Actions
Measurable goals
27
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
It all starts with a planhellip
Example
Purpose Improving culture
Plan Focus on employee relations
Action itemshellip
28
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
Want examples Colleges are great at this
httpwww2kenteduhruploadhr-strategic-plan-2013pdf
httphrumichedustrategicplan
httphumanresourcestennesseeedudocsHR_5yr_strategic_pla2pdf
The Division of Human Resources Strategic Directions
align with Kent State Universityrsquos Strategic
Plan in support of Kent State Universityrsquos Excellence
Agenda29
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
If an HR pro develops a strategy without business input does anyone care
If a tree falls in the forest
and nobody is around
does it make a sound
30
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
How does your organization make money
What is the biggest concern of front line supervisors
What motivates your line staff to do their jobs every day
What causes your CEO to lie awake at night
What drives the best performance for your people
What is the pain point your companyrsquos productservice is trying to solve for customers
What is your marketing finance sales or operations VP most worried about
31
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
This is where the plan action and goals are carried out
Tips
Stealth change management
Organizational partners
Shift from HRBP to consultative role
32
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
Metrics=measurement
But which ones
33
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
Your company recently began an initiative to improve customer service scores
What metrics data or support can you provide to help drive this business goal
34
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
You know sales turnover is high but canrsquot get the VP on board to address the issues You set up a meeting to discuss
What information can you present to sway this VPrsquos opinion
35
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
After more than a year of errors issues and grief you believe the organization would be better off by selecting a new payroll technology platform
How do you make the pitch What information do you use
36
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
What if instead of measuring and reporting on last yearrsquos turnover you could predict turnover for the coming year
What difference would that make for the business
For planning purposes
For HRrsquos credibility
37
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
38
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
benupstarthrcom | beneubanks
Kristinaminyarddynetics | HRecruit
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