Dr. William M. DeMarco, Ph.D. Managing Executive Ancaster Group Integrating HR Practices with Workforce Development: Observations &Lessons Learned Dr. William M. DeMarco, Ph.D. Managing Executive Ancaster Group

Dr. William M. DeMarco, Ph.D. Ancaster Group October, 2003 What has happened to HR? Dr. William M. DeMarco, Ph.D. Ancaster Group October, 2003

Where has the Social Compact gone? Dr. William M. DeMarco, Ph.D. Ancaster Group October, 2003

Have these changes been good for organizations? Dr. William M. DeMarco, Ph.D. Ancaster Group October, 2003

Understanding the Direction Dr. William M. DeMarco, Ph.D. Ancaster Group October, 2003

Dr. William M. DeMarco, Ph.D. Ancaster Group October, 2003 Translating the plan Dr. William M. DeMarco, Ph.D. Ancaster Group October, 2003

Dr. William M. DeMarco, Ph.D. Ancaster Group October, 2003 Meeting the challenge Dr. William M. DeMarco, Ph.D. Ancaster Group October, 2003

Dr. William M. DeMarco, Ph.D. Ancaster Group October, 2003 Lessons Learned HR success is determined by how well each and every part interacts while serving the goals of the corporation, not by how finely crafted the parts are taken separately! Dr. William M. DeMarco, Ph.D. Ancaster Group October, 2003

Dr. William M. DeMarco, Ph.D. Ancaster Group October, 2003 Lessons Learned Don’t confuse process improvements with real progress There is a difference between doing things right and doing the right things. We need to avoid confusing process improvements with real progress. Process improvements such as ERP, Strategy Mapping, HRIS are great enablers. Progress comes from doing the right things with these enablers, not just building even world class processes! Dr. William M. DeMarco, Ph.D. Ancaster Group October, 2003

Dr. William M. DeMarco, Ph.D. Ancaster Group October, 2003 Lessons Learned Focus on What You Want …not what you don’t want! In both the planning and implementation phases of process improvement, there is a tendency to focus heavily on getting rid of what we don’t want. That may come from not having a clear organizational/departmental destination in mind. Under the circumstances, getting rid of this isn’t it can look awefully attractive… The destination must be clear and actionable, otherwise we may become the enforcement police rather than the development enablers that the organization truly needs. The bottom line is we need to focus on what we want, not what we don’t want. Putting it another way, we won’t necessarily get to where we want to go by not driving to some other destination! Dr. William M. DeMarco, Ph.D. Ancaster Group October, 2003

Dr. William M. DeMarco, Ph.D. Ancaster Group October, 2003 Lessons Learned Corporate thriving requires employee, institutional, and brand growth…Cost cutting by itself is only a placebo! Corporate thriving requires growth at multiple levels ( employee, institutional, brand) Cost cutting by itself is only a placebo that looks and feels like growth, but is really a prescription to shriking capabiliity, shrinking markets, shrinking brand loyalty, and shrinking profits. Human resource professional are entrusted with the care and well being of the most fragile and valuable corporate resource of all. It is marginally renewable. Linking all people performance policies, practices, and procedures, including workforce development, to company goals would contribute to true corporate growth. Overcoming countless challenges like silos, teritoriality, survival tactics, inadequate sponsorship, traditionalism, etc., will likely be required. Those HR professionals already in the forefront of this change know just how difficult this process can be. I would be happy to share related war stories during the Q&A, and engage in a discussion about this as well. In closing, let me say that I passionately believe linking HR-Workforce Development-Company Goals is a must have. It transforms HR investments from discretionary niceties to strategic imperatives. In this day and age, I fear this is a link HR professionals must make, or run the risk of being marginalized………...Thank you! Dr. William M. DeMarco, Ph.D. Ancaster Group October, 2003

Dr. William M. DeMarco, Ph.D. Ancaster Group October, 2003 Thank you! Dr. William M. DeMarco, Ph.D. Ancaster Group October, 2003