HR as a Business Partner

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HR as a Business Partner
Carol Whitaker The NEC Group
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Agenda

• Strategic and Tactical HR Management (What
  everybody is probably doing)
• Brand Management (What will differentiate you)
• Reflecting your brand through your people
  (outside in)
• Managing the employer brand (inside out)

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Organisational Analysis

• External Environment
• Internal Environment
• Future Strategic Options and HR Implications

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External Environment

• Political
• Economic
• Social
• Technology

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External Environment

• PoliticalRelationship with local
  authorityEmployment lawIncreasing EU influence
• EconomicLabour market trendsBusiness cyclesThe
  Euro

• SocialConsumerismGrowth of leisure
  spendWork-life balance issuesGreen issues e.g
  transport
• TechnologyThe internetSmart buildings

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Internal Environment
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• How do we work toward our objectives?
• How should we be organised?
• What will be our procedures?
• What staff do we need?
• What competencies do our staff need?
• How should we manage/communicate/motivate?
• What beliefs do we share?

Strategy Structure Systems Staff Skills Style Valu
es
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Future Strategic Options
Products
Existing
New
Exhibitions Conferences Events
Managing Other Venues Consultancy Joint Ventures
Existing
Markets
Exhibition organising Off site catering Graphics
Production Promotions/PR Conference and Event
Organisation
Hotel Management? Facilities Management? Acquisiti
on?
New
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HR Operations

• Client Focused Business Model
• Streamline Processes
• Empower Managers with Appropriate Support

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What is a Brand?

• Features (What your product/service is)
• Benefits (Needs and wants that your
  product/service meets)
• Values (What the customer associates with the
  product)

Brands enable customers to instinctively make
purchasing decisions
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Who Owns The Brand?
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HRs Brand Ownership

• The Conference business is a people business
• The brand is delivered by people, not by
  buildings
• All brands are identified by their personality
  and personal characteristics

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Think of some major brands
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If your company was a person

• What would their personality be like?
• What person(s) and object(s) would epitomise the
  brand?
• What behaviour would their personality and
  identity promise?

- Flexible/rule bound, fast moving/steady paced,
etc.
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What does your discussion tell you?

• And

When is it that you are delighted by people
representing these companies?
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People Deliver your Brand

• Recruitment
• Recognition and Reward
• Development
• Management and Leadership

All of these need to ensure that the personality
and style of your people matches and reinforces
the personality and style of your brand.
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The Employer Brand

• The package of functional, economic and
  psychological benefits provided by employment and
  identified with the employing company.

• Functional development and useful job related
  activities
• Economic monetary or other reward
• Psychological feelings of purpose, belonging
  and recognition

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The Employer Brand

• The combination of factors which differentiate
  you as an employer.
• Shape the perceptions of past, present and future
  employees
• Position you with other stakeholders (local
  communities, industry bodies, etc.)

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The Employer Brand
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The Organisation of the Future

• Knowledge-based
• Networked through IT
• Business partnerships
• Self-managed teams
• Highly flexible
• Core and non-core business
• Virtual organisations
• Global involvement

• Learning
• Training, processes, systems
• Commercial awareness
• Leadership, reward systems
• Rewards, contracts
• Outsource and insource
• Managing ambiguity
• Cultural awareness diversity

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Any Questions?
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Summary

• HR can add real value to organisations.
• Traditional HR areas are today necessary
  requirements, not business differentiators.
• The future for HR is in connecting marketing and
  business strategies to people strategy to deliver
  the brand promise.