1. 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 @jerhodes
@jerhodes42
© mprgroup 2016

2. 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
@jerhodes42

3. 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

4. Your Role And Your Profession Must Have A Multiplier Effect On Your Organization And It’s Leadership.
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5. “Process Is Everything.” Ancient Egyptian Book Of The Dead
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6. 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

7. 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)

8. Five Generations at Work Today

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

10. 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

11. 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

12. 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
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13. 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

14. 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
@jerhodes42

15. 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

16. 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)

17. 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)

18. 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)

19. 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)

20. “In Order To Achieve Something You’ve Never Accomplished, You Must Be Willing To Employ Methods Never Before Attempted.” Sir Francis Bacon
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21. 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?
@jerhodes42

22. 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.
@jerhodes42

23. 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
@jerhodes42

24. Embedded HR Maximizing Cost/Benefit Scenarios
Increasing Customer Service (Internally and Externally)
Social Responsibility
Organizational Effectiveness
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25. ‘Overcoming Obstacles’ Action Plan
GOAL/DRIVING FORCE:
 OBSTACLE/RESTRAINING FORCE:
AVAILABLE RESOURCES:
NEEDED RESOURCES:
 ACTION STEP:
 RESULT:
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26. 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
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27. 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
@jerhodes42

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