1. HR Competencies and HR Career Paths at HCA
Janet Gilmore, Vice President, HR Operations Strategy & Support
October 2, 2014

2. Reskilling HR is a Hot topic
Bersin’s recent “High-Impact HR” study names Reskilling HR as a top three talent management concern of all businesses
HR jobs at HCA are changing or are new
The WIIFM aspect of our HR transformation
October 2, 2014

3. Today’s Discussion HR Roles at HCA HR Competencies
HR Career Paths at HCA
Professional Development for Myself and My Team
October 2, 2014

4. The New Model for HR at HCA
HR Roles at HCA
The New Model for HR at HCA
October 2, 2014

5. HCA Human Resources - Future
Customers
HR Service Interface with Customers
HR Program / Policy Design
Business Leaders
Employees
HR Vendors
HR Business Partners
(Field HR Teams)
HR teams operate in a geography, sharing responsibility for all LOBs in that geography
Provide consulting and advisement to assigned business leaders
Interface with COEs
HR Shared Operations
HR Service Center
24x7 HR support
HRIS and reporting
Continuous Process Improvement
Self-service HR Portal and other technology
HR Centers of Excellence
Managed centrally, but with wide distribution in Divisions
Talent Management (includes Leadership & Organizational Development, Recruitment)
Total Rewards (includes Compensation, Benefits, and Retirement)
HR Operations Strategy & Support (includes HR PMO and HR Operations)
Employee Relations
Labor Relations
HR Finance & Analytics
October 2, 2014

6. HR Shared Operations Roles
HR Service Center
24x7 HR support
HRIS and reporting
Continuous Process Improvement
Self-service HR Portal and other technology
HR Shared Operations Roles
hrAnswers Center
Workforce Administration
Customer Service
Recruiting Administration
HRIS
HR Reporting
HR Continuous Process Improvement
October 2, 2014

7. HR Centers of Excellence
COE Roles
Deep experts focusing on program development and defining strategy, policy, and standards, for example: ER
HR OS&S Strategy & Planning function
L&OD Program Directors
Benefits
Expert practitioners, for example:
Labor Relations
Recruiters and Sourcers
L&OD trainers
HR Finance & Analytics
Advisors / Consultants, for example:
Compensation
HR Centers of Excellence
Managed centrally, but with wide distribution in Divisions
Talent Management (includes Leadership & Organizational Development, Recruitment)
Total Rewards (includes Compensation, Benefits, and Retirement)
HR Operations Strategy & Support (includes HR PMO and HR Operations)
Employee Relations
Labor Relations
HR Finance & Analytics
Trick question!
October 2, 2014

8. Field HR Field HR Roles Executive and senior HR business partners
(Field HR Teams)
HR teams operate in a geography, sharing responsibility for all LOBs in that geography
Provide consulting and advisement to assigned business leaders
Interface with COEs
Field HR Roles
Executive and senior HR business partners
HR business partners
HR coordinators
HR project coordinators
October 2, 2014

9. HR Shared Operations Roles
Promotability
Field HR Roles
Executive and senior HR business partners
HR business partners
HR coordinators
HR project coordinators
COE Roles
Deep experts focusing on program development and defining strategy, policy, and standards
Expert practitioners
Advisors / Consultants
HR Shared Operations Roles
hrAnswers Center
Workforce Administration
Customer Service
Recruiting Administration
HRIS
HR Reporting
HR Continuous Process Improvement
Trick question!
October 2, 2014

10. Entry and Exit Paths HR is not the only way in or the only way out
HR skills are not the only valued skills
NON- HR
October 2, 2014

11. A Maturing HR Model Still room for further definition
No standard career-pathing in HR – yet
Most important now: role clarity, process understanding, right fit
October 2, 2014

12. The HR Leader’s Responsibility
Lead, manage, coach your team members on their paths
Serious, official, and important aspect of your role
October 2, 2014

13. Using the Ullrich Model at HCA
HR Competencies
Using the Ullrich Model at HCA
October 2, 2014

14. Ulrich Competency Model
Dave Ulrich
Professor, Ross School of Business (University of Michigan)
Partner with RBL group
October 2, 2014

15. HR Competencies Strategic Positioner Credible Activist
Interpreting global business context
Decoding customer expectations
Co-crafting a strategic agenda
Credible Activist
Earning trust through results
Influencing and relating to others
Improving through self-awareness
Shaping the HR profession
Capability Builder
Capitalizing organizational capability
Aligning strategy, culture, practices, and behavior
Creating a meaningful work environment
Change Champion
Initiating change
Sustaining change
Human Resource Innovator & Integrator
Optimizing human capital through workforce planning and analytics
Developing talent
Shaping organization and communication practices
Driving performance
Building leadership brand
Technology Proponent
Improving utility of HR operations
Connecting people through technology
Leveraging social media tools
Tell how they are applicable at different levels to various HCA HR roles; they are most applicable to senior HR business partner roles, but they are meaningful across. There are some HCA HR roles that would have additional competencies (all of us would have additional technical competencies) such as customer services, driving execution, closing the deal, personal accountability, collaboration toward strategy definition, etc.
October 2, 2014

16. HR Skills and Experience
Additional to HR competencies
Required vs. preferred
Specific to the role and level
Job fit is art and science
October 2, 2014

17. “Luck is what happens when preparation meets opportunity.”
True in Every Case
Relationships
Humble, authentic, mission-motivated, yet assertive
Prepared for opportunity
“Luck is what happens when preparation meets opportunity.”
- Seneca (first century Roman philosopher) Or
- Oprah Winfrey
October 2, 2014

18. Examples and Lessons Learned
HR Career Paths at HCA
Examples and Lessons Learned
October 2, 2014

19. Career Philosophy Don’t underestimate the value of zig-zagging
Perform your current role with excellence
Make yourself known to the organization
Take personal responsibility for your path and your development
Never regret a developmental move
October 2, 2014

20. Real Life Examples
Origins: Technical Writer, Computer Programmer, Math Major, Pharmaceutical Sales
Path: HCA “Lifer” with many careers, HR “Lifer,” Varied company or industry experience
October 2, 2014

21. Professional Development for Myself and My Team
Meeting Opportunity with Preparation
October 2, 2014

22. Atlas and HR Connect
Use HR Connect. There are diagrams and lists regarding the competencies we discussed today. There is a template for a personal development plan. The collection of HR job descriptions is there too.
October 2, 2014

23. External Sources Corporate Executive Board (CEB) Harvard ManageMentor®
HCA has a membership; any HR employee can join at no cost. Find development resources at: 
Harvard ManageMentor®
Many courses available online at no cost. Go to HealthStream, click on Catalog, enter “Harvard” in the search field and click enter.
Bersin by Deloitte
Atlas keyword “LOD”
October 2, 2014

24. More Sources David Ulrich has authored more than 200 books
Career development “pathway” templates are everywhere
October 2, 2014

25. Prioritize your Intention
Read
Ask for feedback. Then set a plan to improve
Finish that degree?
Cultivate relationships with colleagues who have varied backgrounds – maybe even unknown to you
As a leader, calendar the time to do it right, and be a good model
Exercises to help your team develop deeper HR competencies
Team discussion of business objectives and how HR influences these – Assign homework to have people take their population or function, review the business goals, and come back with specific types of ways that their customers drive results in these areas.  Then go further to align HR actions to these objectives.  Don’t do it for them; teach them to think this way.
Interview business leaders on how people factors impact their key business deliverables.  Push a little on what the real drivers are… is it just the number of people in the department, or their productivity, or their qualities (technical skill, patient empathy, etc.)  Share this with the team, or let team members bring this info back and present it.
Rehearse and role play – if people will have opportunity to present or attend leadership meetings, run through the material with them with an eye toward asking the right business-focused questions.  Think like an operator… what will they likely be thinking?
October 2, 2014

26. Questions
This is one of the key advantages to our new model for us and is consistent with other advantages of working for a large company.
We will learn and mature as we go and will continue to prioritize our own development because it’s so key to our ability to bring value to our employee, our patients, and HCA overall.
October 2, 2014