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HR Competencies and HR Career Paths at HCA

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Presentation on theme: "HR Competencies and HR Career Paths at HCA"— Presentation transcript:

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:  https://clc.executiveboard.com/Members/DecisionSupportCenters/Abstract.aspx?cid=   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


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