1. The HR Paradigm Shift Discover Stakeholder Value for the Human Resources Function

2. Focus Group Objectives Identify HR deliverables valued by stakeholders Identify strengths and weaknesses of the HR function What’s important to stakeholders about the HR function; what do they want as deliverables? Describe the HR paradigm shift Form the foundation for building trusting relationships with stakeholders

3. WHAT is Stakeholder Value? 1.Feeling you personally receive something worthwhile from an HR department initiative or program 2.HR practices, procedures, programs and professionals provide positive outcomes for faculty, staff, student employees and administrators of the institution

4. WHY does the HR department want to understand stakeholder value? To change focus to strategic versus administrative To become proactive versus reactive in our programs To be recognized by all stakeholders as bringing value to the table To be perceived as helping supervisors accomplish their goals To enable the HR staff to develop capabilities that enable the university to compete better now and in the future To ensure HR functions are built for efficiency and effectiveness and deliver measureable and valuable results To enable the HR function to create sustainable competitive advantage for the university in accomplishing its vision and mission

5. HR Paradigm Shift FROM: Primary Focus: Administrative (transactional) work: – Creates efficiency through standardization, automation and consolidation – Mostly reactive – Focus is on what we do – Work with employees – Implement best HR practices – Build HR functions for efficiency TO: Primary Focus: Strategic (transformative) work: – Aligns vision, mission and goals of HR with strategy of the organization – Proactive – Focus is on what we “deliver” – Create relationships/collaborate – Deliver value-added HR practices – Build HR functions for stakeholder value Examples of Each

6. HOW will the HR Paradigm Shift be implemented? Phase 1: Build the Foundation Phase 2: Become Catalysts for Change Phase 3: Set the Stage Phase 4: Become a Strategic Partner

7. Phase 1:Build the Foundation Outcome:HR staff prepared for transformational change In Progress : Transition HR staff to new HR paradigm Develop HR department core values & core competencies Learn constructive methods for dealing with conflict and resistance to change Individual development plans to improve transformative skills of HR staff Discover stakeholder value and obtain support Key indicators of success: Knowledge of stakeholder value utilized to evaluate and improve business processes and deliverables Commitment from administrators and key constituents for the HR paradigm shift

8. Phase 2:Become Catalysts for Change Outcome: HR staff become catalysts for change To be completed by XX: HR staff learn to address change and manage transition Development of HR department vision and mission statements Establishment of HR employment brand HR staff re-engineer internal HR department processes HR staff evaluate HR department structure Key indicators of success: HR staff develop innovative deliverables to provide value to stakeholders A transition management plan is developed with participation by the HR staff Significant changes are seen in the way business is conducted Re-designed processes include metrics for evaluation All HR staff members “buy into” the vision, mission and core values Cabinet members and key constituents support the HR department’s vision, mission and core values, and acknowledge it is aligned with those of the institution

9. Phase 3: Set the Stage Outcome: Begin HR transformational work To be completed by XX: Measure progress of the HR paradigm shift Enable transformative work Engage the university in the new HR transformational paradigm Key indicators of success: HR staff members understand the components of stakeholder value Key constituents support the HR paradigm shift HR provides a communication method to engage people HR listens and takes action when feedback is given by constituents

10. Phase 4: Become a Strategic Partner Outcome: HR Strategic Plan aligned with University Plan To be completed by XX: Development of the HR strategic plan HR strategic plan implemented Development of plan to evaluate outcomes from HR strategic plan Key indicators of success: University stakeholders engaged in developing and implementing HR strategic plan Metrics—or measures of success—in the HR strategic plan align with and contribute towards the performance measures of the university The HR strategic plan contributes towards accomplishing the strategic goals of the university

11. Next Steps: HR will Use Stakeholder Value to: Revise HR department vision and mission statements, and core values Evaluate current HR internal processes for improvements in effectiveness and efficiency Evaluate current HR programs and deliverables for “stakeholder value”; potentially change or end programs not valued

12. Questions?