The Role of HR: Driving Organizational Transformation Presented By: Julius E. Rhodes, SPHR Founder and Principal - mpr group “We’re small but we’re BIG on you!” TM www.mprgroup.info - jrhodes@mprgroup.info @jerhodes42 773-548-8037 jrhodes@mprgroup.info @jerhodes42 773-548-8037 © mprgroup 2016

Areas of Focus Welcome And Introductions The Continuing Evolution and Perceptions of the HR Role Kotter’s 8 Step Change Model Driving Organizational Transformation Overcoming Obstacles Action Planning Questions and Answers jrhodes@mprgroup.info @jerhodes42 773-548-8037

Words To Remember “The best leader is one whose existence is barely known. Then, when the work is done, the people can say; We did it ourselves.”   Lao Tzu

Your Role And Your Profession Must Have A Multiplier Effect On Your Organization And It’s Leadership. jrhodes@mprgroup.info @jerhodes42 773-548-8037

“Process Is Everything.” Ancient Egyptian Book Of The Dead jrhodes@mprgroup.info @jerhodes42 773-548-8037

A Model of Organizational Performance Human Resources Management Motivated Behavior and Teamwork Technological and Physical Leadership Style Financial Organizational Climate Structure Philosophy Culture: Goals, Values, Beliefs, Norms Cultural Factors Human Factors Technology Natural Resources Economic Factors Regulatory Measures Markets Effectiveness Efficiency Development Engagement Social Responsibility External Environment Outcomes Internal Environment

Forces Shaping the Future HR A Worldwide Shift in Demographics The Knowledge Economy Globalization and Cultural Diversity The Ubiquity of Mobile Technology A Culture of Connectivity Recognition of the Whole Person (Flexibility in Work/Life Issues) Corporate Social Responsibility (CSR)

Five Generations at Work Today

HR Challenges Opportunities HR Areas of Concern Profession Art vs. Science Influence Sr. Leadership Department Skills Transactional Transformational Perception Enforcers Advocate HR Challenges Opportunities

Senior Leadership Perceptions of HR Reactive Unable to Lead the Charge to Establish A Vision for Change and Gain Needed Support Fad Chasers Looking for ‘Plug and Play’ Solutions

Frontline Perceptions of HR Not Strategic Not In The Power Center of the Organization Not Able To Cultivate Employee Engagement and Commitment Performance Cannot Be Adequately Measured and Compensated HRM Can Be Outsourced

What Senior Leaders Want From HR Committed to the Success of the Organization and Overall Mission Capable of Instilling and Nurturing Trust Recruits/Selects High-Quality Professionals Up-to-Date Legislative and Regulatory Issues Awareness and Response Professional Development Opportunities That Meet Current and Future Business Needs Develop HR Plans Linked to Business Mission and Strategy Work Effectively With Other Business Leaders and Department jrhodes@mprgroup.info @jerhodes42 773-548-8037

Predictions for the Future Workplace Mobile Device Become Office, Classroom, Concierge Global Talent Shortage Will Be Acute Recruiting Through Social Networking Sites Web Commuters Force Workplace Reinvention Senior Leaders Comfortable With Utilizing Social Media Professional Development Curriculum Using Video Games And Simulations

Predictions for the Future Workplace Lifelong Learning Will Be A Business Requirement Work-life Flexibility Replaces Work-life Balance Use CSR to Attract and Retain Talents Cultural Diversity, Inclusion and Identity As A Business Issue Not an HR Issue Social Media Literacy Is Required For Everyone Permanent Full-time Employment Fades Out jrhodes@mprgroup.info @jerhodes42 773-548-8037

Kotter’s 8 Step Change Model Build a guiding team Create a vision for change Remove obstacles / communicate Empower action Create short-term wins Don’t let up Make change stick Create urgency

KOTTER’S 8 STEP Change Model STEP 1 - CREATE URGENCY Helping others see the need for change and the importance of acting quickly (responsiveness) STEP 2 - BUILD A GUIDING TEAM Ensuring there’s a powerful group, with the appropriate leadership skills, credibility and authority to guide the change process (influence and collaboration)

KOTTER’S 8 Step Change Model STEP 3 - CREATE A VISION FOR CHANGE Creating a picture of the future & how it will be different from the past (mental real estate) STEP 4 - COMMUNICATE THE CHANGE VISION Ensuring everyone understands and accepts the vision (buy-in)

KOTTER’S 8 Step Change Model STEP 5 - REMOVE OBSTACLES Removing the barriers to making change successful (set the course) STEP 6 - CREATE ‘SHORT TERM WINS’ Create clear, visible success stories early in the process (celebrate and share successes)

KOTTER’S 8 Step Change Model STEP 7 - CONSOLIDATE GAINS and PRODUCE MORE CHANGE – DON’T LET UP Recognize more change opportunities following the ‘quick wins’ to take full advantage of the momentum for change (build on success) STEP 8 - ANCHOR THE NEW APPROACHES IN THE CULTURE Ensure the new ways of behaving are recognized and rewarded to embed the change into the organizational culture (implement daily)

“In Order To Achieve Something You’ve Never Accomplished, You Must Be Willing To Employ Methods Never Before Attempted.” Sir Francis Bacon jrhodes@mprgroup.info @jerhodes42 773-548-8037

HR and The Future – What’s In Store? Where Are We Now? Where Do We Want To Be In The Future? What Path Is Best For Us? How and When Can We Implement Embedded HR? jrhodes@mprgroup.info @jerhodes42 773-548-8037

Requirements for Driving Transformation Strategic Partner Translate business strategy into action allowing HR to become part of the business team Administrative Expert HR professionals must be able to re-engineer HR activities through the use of technology and process improvements Employee/Organizational Champion HR must be able to relate to, meet and balance the needs of diverse constituents Change Agent HR must develop problem-solving communication and influence skills and be comfortable managing, adapting to, communicating and executing change strategies. jrhodes@mprgroup.info @jerhodes42 773-548-8037

The Path We Need To Embrace Recognizing/Acknowledge The Value Of People In All Business Processes Seeing That All Concerned Appreciate The HR Implications Of Their Proposals Achieving A Close Match Between Organizational Objectives And Objectives Of The HR Function Designing A Culture, Climate And Organizational Processes Conducive To Optimal Performance Of Staff Identifying The Firm’s Distinctive Competencies And The Types Of People That Match These Competencies. Assessing Performance Requirements Reviewing Levels Of Commitment jrhodes@mprgroup.info @jerhodes42 773-548-8037

Embedded HR Maximizing Cost/Benefit Scenarios Increasing Customer Service (Internally and Externally) Social Responsibility Organizational Effectiveness jrhodes@mprgroup.info @jerhodes42 773-548-8037

‘Overcoming Obstacles’ Action Plan GOAL/DRIVING FORCE:  OBSTACLE/RESTRAINING FORCE: AVAILABLE RESOURCES: NEEDED RESOURCES:  ACTION STEP:  RESULT: jrhodes@mprgroup.info @jerhodes42 773-548-8037

4 Required Operating Domains Mission - Create value for diverse constituent groups, create a shared and agreed upon vision, lead innovation and change People – Foster/promote diverse teams, collaborate and build inclusive relationships, coach and develop others Self – Adapt, act with courage and confidence and communicate effectively Execute - Achieve results, solves problems and align culture jrhodes@mprgroup.info @jerhodes42 773-548-8037

Strategies for Success Relationships are Key Understand the Paradox of Power The Greatest Need Any Individual Has Is To Be Recognize Change Is Not AN Option – It Is A Requirement Dream Big Dreams And Share Them With People As It Helps You To Follow Through Don’t Give Up – Hard Work And Working Smarter Is Essential Be Courageous Enjoy The Journey And Have Fun jrhodes@mprgroup.info @jerhodes42 773-548-8037

LET’S TALK THANK-YOU Julius E. Rhodes, SPHR Founder and Principal Helping Our Clients Invest In Their People For 20 Years 1995 - 2015 “We’re small but we’re BIG on You!” TM 1031 E. 45th Street Chicago, Illinois 60653 jrhodes@mprgroup.info @jerhodes42 773-548-8037