Aspire 2.0 Cohort 2 - North West Strategic HR & OD Business Partner Programme

Module 1 Strategic Context and People Management Challenges

Strategic context and people management challenges Developing an understanding of the changing shape of the public sector and the impact on people management across the sector Understanding the major service challenges facing your client groups and how to ‘talk their language’ Influencing the people element of the wider organisational strategy Developing an understanding of the changing shape of the public sector and the impact on people management across the sector Understanding the major service challenges facing your client groups and how to ‘talk their language’ Influencing the people element of the wider organisational strategy Identifying and managing the key stakeholders within and outside your organisation

Key themes for HRBPs today business discipline first; people discipline second regular environmental scanning to develop true organisational insight identifying the key improvement points that disproportionately impact on performance be an enabler (not a roadblock) of change, innovation and agility for competitive advantage lead from the front in the war for talent use data effectively to gain HR insight simplify the ‘HR offer’ new HR capabilities – partnership, stewardship, guardianship, entrepreneurship build influence and trust fully master technology Summarise the key themes therefore facing HRBPs today and that these underpin the Programme they are on. Does HR add value or does it simply exist?

What does business want from HR? Discuss what research is suggesting business wants from HR now as a result of the changing business environment. Discuss what they think of the research and how they/their HR functions measure up CIPD HR Outlook Survey, November 2013

Changing Business Perceptions Integral in setting business strategy 2013/1014 HR Leaders 66% Business Leaders 33% Involved in communicating strategy 2013/2014 HR Leaders 63% Business Leaders 44% Involved in implementing the strategy HR Leaders 70% Business Leaders 42% Use this slide to generate a discussion on how business currently perceives HR based on CIPD’s HR Outlook research. Review of the gaps which has widened. CIPD Labour Market Outlook, Autumn 2013/14 7

21st Century Public Servant Discussion Point What does the report highlight as key themes for the public sector? Do you agree with these themes? What other themes are missing? Post election?? New leadership??

Creating a future state analysis Important to do this to help leaders create a credible vision for the future.

The 7S Model - McKinsey

The Hard S’s Strategy It is the ‘how’ of the organisational plan, and should detail the actions the organisation plans to take either in response to or in anticipation of changes in its external environment. Structure The way the organisation is structured in terms of reporting, often strongly influenced by its size and diversity. Systems The daily activities and procedures staff undertake to get the job done, whether formal systems such as Finance and IT, or informal systems such as communication processes.

The Soft S’s Style The culture of the organisation, the way people behave and comprising two elements: Organisational Culture: the dominant values, beliefs and norms, which develop over time and become relatively enduring features of organisational life - 'the way we do things round here.' Management Style: the style of leadership adopted, what managers do and the way they do things, rather than what they say. Staff  The people, their skill sets and their levels of capability; it also encompasses talent management and staffing plans. Skills The ability to do the organisation’s work; it should reflect overall performance of the organisation - what it does well, how it shifts and develops to exceed in new areas. Shared Values A set of traits, behaviours, and characteristics the organisation believes in – these values would be evidenced in its culture and work ethic, and are often described in the organisation’s mission and vision statements. Placed in the middle of the model to emphasise their importance being central to the development of all other elements.

Future state analysis. What are the drivers for change Future state analysis . What are the drivers for change? Are they the same or different across the business? Create a “future state” table for the whole business and then for the different functions? Current State Future State Actions to close the gap Strategy? Structure? Skills? Staff? Systems? Style and Leadership? Values, Culture, Behaviours?

Activity Implications for your organisations strategies Working in groups: Reflect on your insights, the outlook report and 21st Century Public Servant slides. Create a future state analysis Future state v current state What are the implications for the people strategy? Implications for your organisations strategies Based on the research and the identified themes of the shape of the sector, agendas and strategy from the Induction module: Work in groups to identify the major services challenges and agendas for your organisations as a result Identify (as a 4 box matrix) tensions, conflicts, opportunities and threats in those agendas.

Activity In pairs discuss the results of the future state analysis. Discuss the pre-reading article “Leadership – Easier said than done” What challenges are there for leaders in the future? What would you like to ask the CEO’s on this and any other subject?

An Interview with the Chief Exec Chief Executives invited to present on key challenges for their organisation Facilitator to “interview” to discuss further. Open out to the group to ask questions 1hr 15 min

Activity What did you hear that was news to you? Reflection What did you hear that was news to you? What does this mean for HR in the future?

Working with your Project Mentors

Creating shape to your project and presentation. Give the report structure Make it flow Have a good start, middle and end. Tell them what you’re going to tell them, Tell them, Tell them what you’ve told them. Be creative with your presentation, capture the audience.

Activity Action Learning Individually, take the project questions for the topics that you are not working on. Arrange a conversation with some of your senior leaders to identify if you can provide insight and research partners for the other groups. Activity: Action Planning Identify key actions to implement from this workshop: Individually Linked to your Action Learning Project Review

Welcome and Icebreaker