HR Competencies and Career Paths

Report
Our Time
is
NOW
HR Competencies and HR Career
Paths at HCA
October 2, 2014
Our Time is NOW
Janet Gilmore, Vice President, HR
Operations Strategy & Support
Reskilling HR is a Hot topic
• Bersin’s recent “High-Impact HR” study
names Reskilling HR as a top three talent
management concern of all businesses
• HR jobs at HCA are changing or are new
• The WIIFM aspect of our HR
transformation
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Our Time is NOW
October 2, 2014
Today’s Discussion
• HR Roles at HCA
• HR Competencies
• HR Career Paths at HCA
• Professional Development for Myself and
My Team
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HR Roles at HCA
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The New Model
for HR at HCA
HCA Human Resources - Future
Customers
Business
Leaders
HR Service Interface with
Customers
HR Business Partners
(Field HR Teams)
•
•
Employees
•
HR teams operate in a
geography, sharing
responsibility for all LOBs in
that geography
Provide consulting and
advisement to assigned
business leaders
Interface with COEs
HR Shared Operations
HR
Vendors
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•
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•
October 2, 2014
HR Centers of Excellence
Managed centrally, but with wide distribution
in Divisions
• Talent Management (includes
Leadership & Organizational
Development, Recruitment)
• Total Rewards (includes Compensation,
Benefits, and Retirement)
• HR Operations Strategy & Support
(includes HR PMO and HR Operations)
• Employee Relations
• Labor Relations
• HR Finance & Analytics
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•
HR Service Center
24x7 HR support
HRIS and reporting
Continuous Process
Improvement
Self-service HR Portal and
other technology
HR Program / Policy Design
HR Shared Operations
HR Shared Operations
•
•
•
•
•
HR Service Center
24x7 HR support
HRIS and reporting
Continuous Process Improvement
Self-service HR Portal and other
technology
HR Shared Operations Roles
hrAnswers Center
• Workforce Administration
• Customer Service
• Recruiting Administration
HRIS
HR Reporting
HR Continuous Process Improvement
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Our Time is NOW
October 2, 2014
HR Centers of Excellence
HR Centers of Excellence
Managed centrally, but with wide distribution in
Divisions
• Talent Management (includes Leadership &
Organizational Development, Recruitment)
• Total Rewards (includes Compensation,
Benefits, and Retirement)
• HR Operations Strategy & Support (includes
HR PMO and HR Operations)
• Employee Relations
• Labor Relations
• HR Finance & Analytics
COE Roles
Deep experts focusing on program
development and defining strategy,
policy, and standards, for example:
• ER
• HR OS&S Strategy & Planning
function
• L&OD Program Directors
• Benefits
Advisors / Consultants, for example:
• Compensation
• Labor Relations
October 2, 2014
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Our Time is NOW
Expert practitioners, for example:
• Labor Relations
• Recruiters and Sourcers
• L&OD trainers
• HR Finance & Analytics
Field HR
HR Business Partners
(Field HR Teams)
•
•
•
HR teams operate in a geography,
sharing responsibility for all LOBs
in that geography
Provide consulting and advisement
to assigned business leaders
Interface with COEs
Field HR Roles
Executive and senior HR business
partners
HR business partners
HR coordinators
HR project coordinators
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Our Time is NOW
October 2, 2014
Promotability
Field HR Roles
Executive and senior HR business
partners
COE Roles
HR business partners
Deep experts focusing on program
development and defining strategy,
policy, and standards
HR coordinators
Expert practitioners
HR project coordinators
Advisors / Consultants
HR Shared Operations Roles
HRIS
HR Reporting
HR Continuous Process Improvement
October 2, 2014
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Our Time is NOW
hrAnswers Center
• Workforce Administration
• Customer Service
• Recruiting Administration
Entry and Exit Paths
• HR is not the only way in or the only way out
• HR skills are not the only valued skills
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A Maturing HR Model
• Still room for further definition
• No standard career-pathing in HR – yet
• Most important now: role clarity, process
understanding, right fit
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The HR Leader’s Responsibility
• Lead, manage, coach your team
members on their paths
• Serious, official, and important aspect of
your role
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HR Competencies
October 2, 2014
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Using the Ullrich
Model at HCA
Ulrich Competency Model
Dave Ulrich
• Professor, Ross
School of Business
(University of
Michigan)
• Partner with RBL
group
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October 2, 2014
HR Competencies
Strategic Positioner
Change Champion
• Interpreting global business context
• Decoding customer expectations
• Co-crafting a strategic agenda
• Initiating change
• Sustaining change
Credible Activist
•
•
•
•
Earning trust through results
Influencing and relating to others
Improving through self-awareness
Shaping the HR profession
• Capitalizing organizational capability
• Aligning strategy, culture, practices,
and behavior
• Creating a meaningful work
environment
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• Optimizing human capital through
workforce planning and analytics
• Developing talent
• Shaping organization and
communication practices
• Driving performance
• Building leadership brand
Technology Proponent
• Improving utility of HR operations
• Connecting people through technology
• Leveraging social media tools
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Capability Builder
Human Resource
Innovator & Integrator
HR Skills and Experience
• Additional to HR competencies
• Required vs. preferred
• Specific to the role and level
• Job fit is art and science
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Our Time is NOW
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True in Every Case
• Relationships
• Humble, authentic, mission-motivated,
yet assertive
• Prepared for opportunity
- Seneca (first century Roman philosopher)
Or
- Oprah Winfrey
October 2, 2014
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Our Time is NOW
“Luck is what happens when
preparation meets opportunity.”
HR Career Paths at HCA
October 2, 2014
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Examples and
Lessons Learned
Career Philosophy
•
•
•
•
Don’t underestimate the value of zig-zagging
Perform your current role with excellence
Make yourself known to the organization
Take personal responsibility for your path and
your development
• Never regret a developmental move
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Real Life Examples
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• Origins: Technical Writer,
Computer Programmer,
Math Major,
Pharmaceutical Sales
• Path: HCA “Lifer” with
many careers, HR “Lifer,”
Varied company or
industry experience
Professional Development for Myself
and My Team
October 2, 2014
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Meeting
Opportunity with
Preparation
Atlas and HR Connect
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External Sources
• Corporate Executive Board (CEB)
• HCA has a membership; any HR employee can join
at no cost. Find development resources
at: https://clc.executiveboard.com/Members/Decision
SupportCenters/Abstract.aspx?cid=101207161
• Harvard ManageMentor®
• Bersin by Deloitte
• Atlas keyword “LOD”
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• Many courses available online at no cost. Go to
HealthStream, click on Catalog, enter “Harvard” in
the search field and click enter.
More Sources
• David Ulrich has authored more than 200
books
• Career development “pathway” templates
are everywhere
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– http://www.quintcareers.com/career_plan.html
– http://www.career-change-confidence.com/careerdevelopment-plan.html
Prioritize your Intention
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Read
Ask for feedback. Then set a plan to improve
Finish that degree?
Cultivate relationships with colleagues who
have varied backgrounds – maybe even
unknown to you
• As a leader, calendar the time to do it right,
and be a good model
Questions
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Our Time is NOW
October 2, 2014

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