Lawrence S. Ndombi is a regional leader at BPC with over 20 years of experience in human resources. He discusses the changing demands on HR from businesses seeking growth and shareholder value. HR must transform from administrative tasks to strategic business partners that enable business strategies and deliver commercial benefits. Line managers now have increased responsibility for people management tasks. The key HR roles are business partners who help achieve business goals and HR specialists who provide guidance to managers. HR must strengthen its contribution by understanding key business measures and aligning objectives.

1. PRE MASTER CLASS HR CHALLENGE 2011 BY Dr Lawrence S. Ndombi Regional Leader, BPC

2. INTRODUCTION LAWRENCE S. NDOMBI (Dr) Lawrence is the Regional Leader, Business Partner Consulting ( BPC). He is a business leader with over 20 years of experience and a champion of HR. He is an alumni of Alliance High School and holds a Doctor of Business Administration ( DBA), a Masters of Business Administration ( MBA), a Bachelor of Commerce (B.Com) degree and a Post Graduate Diploma in Human Resource Management. He is a Fellow of the Institute of Human Resource Management (K) and also a Fellow of the Chartered Institute of Personnel & Development, UK . He was a Vice President, Human Resources, Unilever in Africa. He is the founding member and Program Director of the HIV/AIDS Private Sector Business Council and Championed the formation of Price Waterhouse Salary Survey Club. He helped set up many HIV/AIDS Business Councils in Africa. He is serving and has served on many company boards locally and internationally.

3. THE HR COMPETENCIES

4. BUSINESS VALUE PROFIT GROWTH SHAREHOLDER VALUE OTHER STAKEHOLDER VALUE

5. BUSINESS EXPECTATIONS OF HR Contributing to and part of Business strategy Enabling and part of the execution of business plans Delivering tangible commercial benefits to the business

6. The Back Drop: Changes in Business Globalization Technology Demographics The Customer: From outside in ………And so what are the implications for HR

7. Implications for HR Importance—HR part of value equation Growth of the HR profession Demands on HR increasing HR practices must deliver value HR departments have to change HR professionals must demonstrate competence Increased differentiation and separation of transactional and transformational work

8. THE CEO DEMANDS ON HR HIGHEST DELIVERY

10. Shares the responsibility for the business goals

13. Strengthening HR Contribution Taking an interest in the key business performance measures, for example, sales, costs, production, utilization. Making sure that business partners are involved in the business planning process at the outset and that they are well prepared for planning meetings. Setting the personal objectives of strategic HR Partners (and those in centres of excellence) so that they are aligned to those of managers in the business areas that they are assigned to. Maintaining an on-going debate about how HR is performing. Ask the organization's leaders, line managers, HR professionals and other functions.

14. Strengthening HR contribution (ctd) All of HR should be listening to, and responding to, its stakeholders. Use tools like 360 degree feedback and customer satisfaction surveys to obtain a broad range of views on how well the HR function, including business partners, are fulfilling their role.

15. HR BUSINESS PARTNERING THE KEY ROLES

16. HR’s future role in the organisation – HR’s view 9 8 7 6 5 4 3 2 1 0 0 1 2 3 4 5 6 7 8 9 9 8 7 6 5 4 3 2 1 0 0 1 2 3 4 5 6 7 8 9 Strategic Partner We asked 50 HR managers from one company about the role of HR in their organisation Administrative Expert Change Agent Employee Champion

17. 9 8 7 6 5 4 3 2 1 0 0 1 2 3 4 5 6 7 8 9 9 8 7 6 5 4 3 2 1 0 0 1 2 3 4 5 6 7 8 9 HR’s future role in the organisation – Line manager’s view Strategic Partner Administrative Expert Change Agent We then asked 300 managers in the same organisation the same question Employee Champion

18. Role of HR specialists Provide functional guidance and advice to managers. Develop and interprete HR policies, procedures and systems. Provide timely good and timely advise to line managers on options available. Provide tools and information to enable L ine managers make informed decisions.

19. Who are Line Managers Line managers are those managers to whom individual employees or teams directly report and who have responsibility to a higher level of management for those employees or teams.

20. Typically the management responsibilities carried out by line managers day-to-day people management managing operational costs providing technical expertise organisation of work allocation and rotas monitoring work processes checking quality dealing with customers/clients measuring operational performance.

21. Specific people management responsibilities- especially of Line Managers Coaching, Mentoring, Counseling, Guidance (Pastoral care). Performance management. Discipline , conflicts and grievances. Recruitment and selection. Employee learning and development Employee reward decisions Implementing HR policies/procedures and labour laws Change Management Creating enabling environment

22. Change Irreversible Future

23. Change “ To discover new continents you must be willing to lose sight of the shore”

24. WISE TALK “ THE DISTANCE DOES NOT MATTER IT’S ONLY THE FIRST STEP THAT IS DIFFICULT ” - Madam Du Deffand

25. HR TRANSFORMATION SYNDICATE % TIME, EFFORT AND COST HR TODAY STRATEGY PERFORMANCE ENHANCEMENT TRANSACTIONS ADMINISTRATION HR FUTURE SRATEGY PERFORMANCE ENHANCEMENT TRANSACTIONS ADMINISTRATION

26. TEA BREAK

27. What is HR Transformation? Future 20% Strategy 40% PerformanceEnhancement Transactions 20% Admin 20% Underpinned by robust HR Information Systems HR Transformation Today Maximise the performance of the workforce through alignment of HR activities and programs with the strategic direction and business needs of the organisation % Time, Effort, Cost 5% Strategy Develop and deliver programs that enhance the organization's ability to attract, develop and retain superior performers Performance Enhancement 25% Handle employee transactions and inquiries 30% Transactions 40% Manage vendors, suppliers, budgets, and HR systems Administration This changes the way we deliver HR

28. HR COMPETENCIES The Critical HR roles The HR Competencies and skills

29. Operating Framework Our People personal growth team growth organisation growth Individual support and transactional enquiries Individual, Team and Organisation Capability HR Business Partners overall HR accountability organisation & leadership capability culture HR Service support transactions technology Performance Cost/ Quality of service Solutions Development and activation Policy interpretation Process improvement HR Expertise single approach solutions policies and systems best practice / knowledge

30. HR ROLES- SYNDICATE Basket Game

31. Leveraging HR’s Core Contribution Areas Culture Performance Management Organizational Capabilities Highest Value areas to Help the Business Meet Its Objectives People Development Enabling Change Knowledge Management Leadership Development Market-Driven Organizational Design Induction HR Information Management Benefits Design Important Areas to Make More Effective/efficient Internal Communication Training Compensation Design Sourcing and Recruiting Int. Trans. Services Industrial Relations Orientation Essential to keep the Business Running Personnel Records & Administration Benefits Administration Day to day Employee Relations Separations

33. Structure & HR Measurement

34. Recruitment & Staffing

35. Performance Management

36. Learning Management

37. Reward Management

39. Getting Results

41. Fast Change

42. Strategic Decision Making

43. Market Driven ConnectivitySource: adapted International HR Competency Study, University of Michigan 2002

44. LUNCH BREAK

45. HR COMPETENCIES & DOMAINS

46. 6 Domains of the successful HR professional Business Ally Credible Activist Culture & Change Steward The New HR Professional Operational Executor Talent Mgr & Org Designer Strategy Architect

47. 6 Domains of the Line Managers professional Capability Owners Structure, Systems, Processes, People, PoS. Grievance Handling- Open Door Culture & Change Champions/Leaders HR For Line Managers Budget Owner/ Investor Talent Custodian Coach & Mentor

48. FROM BUSINESS STRATEGY TO HR MEASUREMENTS BUSINESS STRATEGY STRATEGIC ALIGNMENT HR MEASUREMENTS

49. HR SCORECARD When you measure you increase your competency !

50. Group Exercise Work on a One -Page Snap-shot of an HR Score card that you can share with the Company Leadership Team that will demonstrate a successful HR story at end of year Assume you have 10 minutes only to tell your story.. (the Board of Directors present will be asking you tough questions!!!) Think Headlines and the Metrics ( Picture of success) What is easy & not easy to demonstrate and why?? What mechanism/framework shall you use to track/communicate progress against the score card?

51. THANK YOU