HR Business Partner Workshop

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HR Business Partner Workshop

• Workshop Two Day Three

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Review and Preview

• Any lingering questions about Organizational
  Design and Diagnosis?
• Additional thoughts or comments about Business
  Partnering?

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Day Three Agenda
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Historic Global Approaches

• Multinational--build mini companies to be
  responsive to unique needs in each country
• International--transfer knowledge and
  competencies across many locations
• Global--roll out standardized products and
  services across a single global market place

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International Structure Stages(Based on the
Stopford Wells study of 187 U.S.-based
companies)
Foreign Product Diversity
Worldwide Product Division
Global Matrix (or Grid)
Alternate Paths of Development
Area Division
International Division
Foreign Sales as a of Total Sales
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The Multinational Model
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The International Model
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The Global Model
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The Transnational Model
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Matrix Structure Principles

• Business Unit
• Accountable for results
• Interdependent functions
• Prioritize execute
• Think and act as one

• Geography
• Legal
• Marketing
• Product delivery

• Functions
• Functional expertise
• Systems
• Career development

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The Matrix Dynamics
CEO
Geography

• Short term vs. Long term
• Unique vs. Standard
• Team vs. Individual

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The Matrix is Suited For

• Focus on overall results
• Collaboration, dialogue consensus
• Flexibility
• Synergy (blending differing views)

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How Unilever Balances Needs
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Approaches For Building Lateral Capability
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A Business Team
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Supervisor-Team Delegation Interface(Walton-Schle
singer)
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Boundary Management

• Does anything ever go wrong at the interfaces
  (boundaries)?
• What is the impact?
• What needs to be done to eliminate the wrongs?
• Who should do these boundary management tasks?

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Our Brew On Engagement

• Be a leader in people development and
  engagement
• Every one of us must challenge the expected in
  both the big and everyday things we do. We cant
  achieve our objectives by doing things like
  everyone else or just repeating what weve done
  in the past. We need to be smarter, more creative
  and more agile then anyone else, so that we can
  leapfrog our bigger rivals
• Everyone of us can have a positive impact on the
  business, regardless of our role in the company.
  If each of us contributes to our teams success,
  we will achieve our ambition

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Data on Individual Employee Engagement
Source Gallup Organization
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VOI2C2E

• How can we more fully engage individuals
• Through the operation of our organizations and
  teams
• How we organize and assign work
• The expectations we set for self-management and
  initiative
• How we manage

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VOI2C2E Engagement Drivers

• Vision Employees feel part of something
  important not just a job
• Opportunity Development is encouraged and
  supported
• Incentive Performance is recognized and rewarded
• Impact Employees see the tangible impact of
  their effort and contribution
• Community Employees feel part of a team
• Communication Information is shared openly
• Empowerment Employees feel they have latitude to
  act and take initiative

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VOI2C2E Engagement Drivers

• 1. Vision
• Employees feel part of something important not
  just a job
• Many employees want meaning from their work
• They want to work in an organization whose
  purpose they are proud to serve
• Employees are more committed when managers give
  them a purpose for their work

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VOI2C2E Engagement Drivers

• 2. Opportunity
• Development is encouraged and supported
• Many employees are more committed when they can
  develop their skills and abilities
• Good employees want to be better
• Leaders who invest in training and development
  experiences that allow employees to develop new
  skills build commitment

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VOI2C2E Engagement Drivers

• 3. Incentives
• Performance is recognized and rewarded
• Many employees are more committed when they share
  in the gains from the enterprise
• Money does affect different people differently,
  but enough money in the right form is likely to
  change employee behavior
• Recognition and rewards are not only financial

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VOI2C2E Engagement Drivers

• 4. Impact
• Employees see the tangible impact of their effort
  and contribution
• Many employees are more committed when they work
  on meaningful projects, participate in decisions
  that affect them, and experience how their work
  improves life for others
• Shaping governance processes in organizations
  that engage and empower employees increases
  commitment

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VOI2C2E Engagement Drivers

• 5. Community
• Employees feel part of a team
• Many employees are more committed when they have
  a positive social setting at work
• Human beings are more committed when their social
  structure, or community, offers them positive
  reinforcements
• Managers who encourage teamwork, shared
  experiences, cooperation, and collaboration
  increase employee commitment

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VOI2C2E Engagement Drivers

• 6. Communication
• Information is shared openly
• Many employees are more committed when they know
  what is happening to them and why
• When leaders communicate extensively and openly,
  employees recognize that they are regarded as an
  essential part of the organization and feel more
  committed to it

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VOI2C2E Engagement Drivers

• 7. Empowerment
• Employees feel they have latitude to act and take
  initiative
• Many employees are more committed when they
  experience a sense of ownership and direction on
  the job
• In this environment people can define their own
  working arrangementshours worked, work-life
  balance choices, location of work, and the
  likeand choose their own tasks and priorities
  within the scope of a goal they accept and support

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Engagement Application

• In Table Groups
• Complete the VOI2C2E Assessment on a flipchart
  page
• For the strongest element(s) of VOI2C2E, how can
  Molson Coors HR build on this strength?
• For the weakest element(s) of VOI2C2E, what can
  Molson Coors HR do to help improvement?

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VOI2C2E Assessment
Strong
OK
Needs work
Vision
Opportunity
Impact
Incentives
Communication
Community
Empowerment
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Anticipating Change Needs

• What are the large or small change issues,
  challenges or dilemmas you will face in your
  action learning project
• Seek a moderate level of change
• If the change requirements are too great, you may
  not be realistic
• If not enough, are you sufficiently challenging
  yourself?
• How can you anticipate change management needs?

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Our Change Logic is Out of Date
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Pilots Checklist

• A framework for identifying key issues or steps
  in successful change
• Successful changes consider seven factors

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Change Discipline Pilots Checklist
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Change Discipline Pilots Checklist
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Change Discipline Pilots Checklist
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Change Discipline Pilots Checklist
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Change Discipline Pilots Checklist
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Change Management at Molson Coors

• Review the pilots check list
• In what aspects of change management do you tend
  to be strong?
• In what areas do you tend to be less effective or
  less attentive?
• What are the 1-2 actions you need to consider to
  improve the success of your action learning
  project?

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Strong? Weak?
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Common Organizational Viruses

• As leaders, we must
• Remove red tape and barriers

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Common Organization Viruses

• Over-inform. Tell everybody, then have a meeting.
  Make sure everyone has been touched before we
  meet which slows down our ability to decide.
• Not invented here. Were unique and cant learn
  from outside.
• Find the flaw. Criticism is a company sport.
• Feign agreement. Agree in person, then disagree
  in private.
• Scapegoat. Rather than attack the problem, we
  find scapegoats.
• False consensus. Ask everyones opinion but the
  decision is made.
• Caste. We focus on peoples level, not their
  contribution.
• Forward to the Past. We are afraid of losing our
  heritage and so resist change.
• Silos. We operate as a set of independent,
  sometimes competitive parts.
• Wait. We dont act, even when we know it is
  important to do so.
• Command and control. We like senior management to
  tell us what to do.
• Activity mania. We like to be busy, so busy that
  we dont set or manage priorities.

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Common Organization Viruses

• Hero worship. We salute (and trust) individuals
  not teams.
• What have you done for us lately? There is no
  such thing as retained credit.
• What, not how. We care about results, not what
  people might do to get them.
• Crisis-love. We love a crisis and sometimes
  create them.
• We know best. We know what our customers need far
  better than they do.
• Authority ambiguity. In our complex matrix
  structure, we are not sure who has ultimate
  accountability and authority, so no one really
  does.
• All things to all people. We want it all focus
  and choice is a problem for our company.
• Flavor of the month. We jump from program to
  program.
• Over-changed (full sponge). We have too many
  changes going on it is more difficult to keep
  up we are stressed out.
• Disjointed action. We dont see the big picture
  and how our units work relates to the group or
  fits in with an overall strategy.

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Common Organization Viruses

• Blind obedience. When told, we do, even to a
  fault or even if we think its wrong.
• Punish those who dare to question. Raising
  critical questions is sign of disloyalty and
  insubordination.
• Process mania. We seem to be so consumed by
  process that not much actually gets decided.
• What more than why. We are likely to think more
  about what needs to happen than why and who.
• Kill the messenger. Dont be the bearer of bad
  news.
• Glacial response. We just cant seem to get
  decisions made quickly.
• Engineering oriented, to a fault. Find the ideal
  technical solution (EQ vs. EQA).
• What have you done for me yesterday? After a
  successful change, we only want more.

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ApplicationCommon Organization Viruses

• What is the most common virus in your part of
  Molson Coors?
• What actions can you take to eliminate it?

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The ChallengeA Call to Action

• Winning our way depends on us continuing to
  challenge the expected, asking the questions
  no-one else is and answering them in a way that
  only we can
• It is up to all of us to look at what we do big
  and small - and ask ourselves What if
• This challenger mindset is a license to take
  smart risks that will grow our business. It is
  not a licence to make silly suggestions for their
  own sake

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Application From Know to Do!!

• Think about your experience at this 2nd workshop
• What are the 1-2 memorable aha moments (idea,
  experience) you found most helpful during the
  workshop?
• Where do we stand? Strengths, needs for change?
• Revisit individual development plans (from
  Workshop One) closing my brand gap as an HR
  business partner
• As a result
• What will you do more of, or start doing?
• Do less of, or stop doing?

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Next Steps ALP Support

• In your ALP teams
• What are the 1 or 2 development or improvement
  ideas for your project?
• Finalize a meeting schedule for your ALP team

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Next Workshop

• Workshop three accelerating talent development,
  leading change, continuous self-development,
  action learning projects
• Jon Younger and Allan Freed