1 / 22

BEING AN HR TRANSFOMER

BEING AN HR TRANSFOMER. http://www.youtube.com/watch?v=bmHLulbWm74. AGENDA . Personnel vs. HR Transforming as a HR Advisor HR Effectiveness Standard of Excellence Partnership as a Trusted Adviso r. Personnel vs. HR Activity. Shifting our role from Personnel to HR. High.

gene
Télécharger la présentation

BEING AN HR TRANSFOMER

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. BEING AN HR TRANSFOMER

  2. http://www.youtube.com/watch?v=bmHLulbWm74

  3. AGENDA • Personnel vs. HR • Transforming as a HR Advisor • HREffectiveness • Standard of Excellence • Partnership as a Trusted Advisor

  4. Personnel vs. HRActivity

  5. Shifting our role from Personnel to HR High TRUST Low BUSINESS INSIGHT High

  6. Transforming as an HR Advisor • Unceasing curiosity • Questioning • Listening • Self-awareness • Self-management • Standard of Excellence • Importance of Influence

  7. Core Skills – Unceasing Curiosity “When you are curious, you are no longer in the role of the expert. Instead you are joining your clients in a quest to find out what’s out there.” From Co-Active Coaching

  8. Core Skills – Questioning “A Paradigm shift occurs when a question is asked inside the current paradigm that can only be answered from outside.” Marilee Goldberg “The Art of the Question”

  9. Core Skills – Questioning High Power Why and What if? How and What! Who, When Where, Which? Low Power Yes/No Questions.

  10. Core Skills – Questioning • Challenge assumptions and being free from judgment • Focus attention • Connect ideas • Seek deeper insight • Create forward movement

  11. Core Skills – Listening: Facts vs. Stories • What facts do you hear as you discuss issues with your clients? • What stories do you hear as you discuss issues with your clients? • How do you differentiate between the two?

  12. Your Effectivenessas: A HR an Business Partner& Advisor Who You Are Self-Management (Standard of Excellence) Self-Awareness (Importance of Influence)

  13. The Standard of Excellencehttp://youtu.be/LEZ-xCKFQfQ

  14. The Feedback Loop

  15. Self-Evaluation: Personal Needs • Think about a current challenge you have right now at work • How might a Personal Need show up or trip you up? • How do you recognize when a Personal Need is coming up for you? • How have you managed that Personal Need in the past? • What can you do to manage this need in addition to invoking the “empty vessel”?

  16. Self-Management ~ Self-Awareness • Empty Vessel Concept • As the consultant, we must always make sure that we have an empty vessel as we begin to have our conversations with our clients • Having an empty vessel means that we must have the self-awareness of who we empty to and the self management to do it appropriately

  17. Once we do that…. • What’snext?

  18. The Concept of Partnership • Helping the client • Get to the “Ground Truth”and identify the real problem • See things from different angles • Fix a problem to STAY fixed • Being in service to others

  19. Trusted Advisor as partof the Relationship • Working with the individual • Asking the right questions, not providing the right answers • You DO NOThave the answers • The answers are INSIDE the client • Every BUSINESS issue is a PEOPLE issue

  20. Appendix

  21. Resources • The Fifth Discipline; Peter Senge • Flawless Consultant; Peter Block • Fierce Conversations; Susan Scott

  22. Fierce Conversations®Mineral Rights • Identify the issue What is the most important thing that you and I should be talking about today? • Clarify the issue What’s going on? How long has it been going on? Am I understanding you correctly? • Determine the current impact How is the issue currently impacting you? Others? The company? As you consider these results, what do you feel? • Determine future implications If nothing changes, what are the implications? When you consider these possible outcomes, what do you feel? • Examine personal contribution to the issue How have you contributed to the this problem/issue? What piece of this issue has your name on it? • Describe the ideal outcome When the issue is resolved, what difference will it make? When you contemplate these results, what do you feel? • Commit to action What is the most potent step you could take towards resolution? What can I follow up with you?

More Related