How HR Can Provide Even Greater Value

78% of HR professionals struggle with the perceived value of HR’s worth, and 58% say that their organization’s leaders don’t fully recognize the value of HR’s contribution.
Yet, the HR function, more than other functions, engages in and affects the operation and execution of all business functions. HR functions intersect with other business functions. Therefore, properly aligning the HR strategy with the organization's business strategy is critical to the organization's mission.
 
HR's role bridges the gap between HR practices and the organization's unique needs. By customizing strategies and collaborating closely with business leaders, HR can evolve into a driving force behind the company's continued success. HR is asked to contribute strategically and develop people strategies that add value to bottom-line results. 
 
HR can provide even more value by:

• Recognizing that value is defined by the receiver
• Appreciating the business context
• Delivering outcomes through individual talent and organization capability
• Developing and executing on a HR Value Proposition

An HR Value Proposition is a strategic framework that outlines the unique value the HR function brings to an organization. The HRVP aims to align HR activities with the organization’s goals and objectives, ensuring that HR initiatives contribute to overall business success.
By aligning HR initiatives with the overall business strategy, the HR value proposition improves workforce capabilities, boosts employee engagement, and ensures a competitive edge.

I Utilizing a Strategic Frame of Reference

• Being a Strategic HR Leader
• Drafting Your Team’s Mission
• The Two Key Business Objectives
• Everybody Has a Customer
• HR Providing Greater Value
• Utilizing a SWOT and Then Applying a Filter
• Completing Your Team’s Customer Report Card
• Utilizing an I/P Matrix
• Five Most Important Dimensions of HR Service
• Drafting Your Team’s Vision

II Aligning Your HR Processes with Your Business’ Strategy

• Organizational Success Factors – with Samples
• Employee Competencies – with Samples
• Utilizing Your HR Processes to Achieve Your OSFs through Employee Competencies

III Developing an Organizational Succession Plan

• Succession Planning Defined - Why Bother?
• Career Planning Interviews
• Performance Management – Identifying Promotability and Readiness
• Assessment Instruments
• GE 9-Box Grid
• HiPo Development Interventions
• Talent Review Meetings
• Stay Interviews

IV Utilizing Metrics to Gauge Your HR Processes

• Benefits of HR Metrics and Dashboards
• What is Measurement
• Determining What to Measure Within HR
• Five Ways to Measure Any HR Process
• Ten HR Metrics That Impact Your Business’ Strategy

V Three Questions Defining Your Success at Aligning Your HR Processes.

This webinar will provide:

• A proven methodology for developing and implementing an HR plan linked to and adding value to the organization’s business plan
• Models, techniques, and initiatives for HR professionals to use in synchronizing their HR strategy with their organization’s strategy
• Means by which HR professionals can provide even more value to their customers

The webinar delves into the critical intersection of human resources and organizational strategy – with some of the key takeaways being:

• Strategic Alignment – using multiple techniques and tools for aligning HR goals with the broader organizational strategy.
• Maximizing Human Capital - applying initiatives to identify, develop, and retain top talent
• Data – utilizing HR metrics that effectively measure the impact of HR strategies on business outcomes
• Models & techniques for HR professionals to use in delivering improved service to their internal customers
• Ways in which HR can be an essential, viable, value-producing member of the leadership team.

All organizations are created to provide value - financial and/or non–financial - to their stakeholders. In light of today’s economic volatility and uncertainty, every aspect of business is being re-examined for its value in creating and sustaining profitable growth.
 
Research shows considerable agreement between business leaders and HR professionals:

• Business leaders want HR to make visible, meaningful contributions to the business strategy
• HR professionals want to be managing HR processes so that they have a significant impact on the success of their organizations

To successfully execute a business strategy, each function must align its departmental strategy with its overall business strategy.
And HR intersects with all other departments, making it a vital part of any business strategy. As a business strategy changes, it affects its people strategy. So, as a business’s priorities evolve, so do its people's priorities.

To add value to a business, HR must be able to support and enable the execution of strategy through building organizational capability. It comes  from an intimate knowledge of the business strategy and the organization's capabilities. HR's great advantage in this area is that all methods are executed by people who must be supported, trained and equipped to fulfill the strategic vision. This is the fundamental role of HR, and its relevance cannot be underestimated. The primary role of HR is to build organizational capability to support the execution of business strategy.

Implementing a system for measuring and reporting the impact of HR initiatives, coupled with a feedback loop involving business leaders, ensures a continuous cycle of improvement and alignment. By leveraging analytics and feedback mechanisms to evaluate the effectiveness of HR programs and policies continuously, HR professionals can make any necessary adjustments in real time instead of just executing standardized HR programs.

HR Manager or Director, CHROs, CPOs, HR Mid-level Managers, HR VPs.