 HR Leadership Development Process
Integrating business strategy and the
management of people
Working with the HRBS Consortium member companies, The
Walker Group developed a process for developing human resource leadership capabilities.
This process is summarized in Exhibit 1.
Why HR leadership development?
This process is important because:
- Development of leadership capabilities is crucial for the
human resource function to perform its expanded, redefined role as a partner with
management in achieving business change
- Many human resource managers lack the level of capabilities
that will be required of their roles in the future, even though they are well qualified
professionally today
- If it is to facilitate implementation of leadership
development across the organization, the human resource function should lead the way by
"practicing what it preaches"-it can demonstrate how the process works
effectively
Defining Required Capabilities
While many companies have "started from scratch" in identifying the capabilities
required of human resource leaders, we believe that 90% of the capabilities are the same
from company to company. So why reinvent the model? In fact, many customized models fail
to address some of the important dimensions, simply because they were not raised or
examined. We believe that the 72 capabilities in this model provide a sound basis for the
purpose-identifying and addressing the development needs of
human resource leaders.
Our model of HR Leadership Capabilities (Exhibit 2) was developed
over a period of eight years in collaboration with the companies in our consortium. In a
series of applications within companies and in the Human Resource Business School program
each year, it has been revised and refined.
It is distinctive in several ways:
- Core capabilities are separated, representing the foundation
requirements for any human resource professional, or logically, any professional working
in an organization. They are the capabilities "needed to play."
- The leadership capabilities reflect a logical process,
evolving from shaping business and human resource strategy through the shaping and
implementing of change. Most capability models are merely clusters of capabilities,
without such a defining rationale. Our HRBS program helps individuals understand the need
for HR leaders to become more actively involved in the "upstream" areas (toward
the left), hence necessitating development of the relevant capabilities.
- All capabilities are defined as behaviors, so that they may
be observed, assessed, identified as strengths or development needs, and developed through
learning actions. This is why we use the term capabilities rather than competencies, which
usually encompasses individual attitudes, personality qualities, and other factors.
Capabilities are the knowledge, skills, and abilities required to perform roles
effectively.
This model applies to individuals in human resource
leadership roles as members of business unit management teams or cross-functional project
teams. For human resource leaders who are responsible for providing human resource
services to the organization (e.g., shared services in recruiting, payroll, benefits,
compensation, HRIS, training, or consulting), we have developed a capabilities model
specifically focusing on HR Services Leadership. This is available upon request from The HR Strategic Issues Council, or call Bill Stopper at (203) 431-1333.
Multi-Source Assessment
Profile
While there are multiple ways to use the capabilities model, the primary application is
for individual assessment and development planning through the use of the HR Leadership
Profile. There are two forms:
- Profile A: Manager Perceptions Questionnaire. This Profile
solicits perceptions from five or six selected managers (or others such as peers,
employees, or team members) of an individual's demonstrated capabilities and development
needs, both core capabilities and HR leadership capabilities.
- Profile B: Individual Questionnaire: This Profile solicits
self-perceptions from individual HR leaders, usually as part of a HRBS program or a
workshop that provides a context for understanding the purpose and application of the
results. (Sample page in Exhibit
3)
The self-assessment profile may be used alone, or as a
first step toward full multi-source feedback. The Walker Group will customize the Profile
and the process for using it with a company.
HR Capabilities Profile Report
Where multi-source feedback is used, questionnaires are returned directly to The Walker
Group for processing and analysis. The individual report (sample page in Exhibit 4) presents:
- The individual's responses together with the selected
managers' responses
- The aggregate responses of all participating individuals and
managers-whether for an HRBS, a group of workshop participants, or the whole human
resource team/function in an organization
- The aggregate responses of individuals and managers
completing the Profiles as past participants in the HRBS and in company
assessments/applications of the process. The participating companies represent varied
industries and include international responses. These data are provided only as a point of
interest; the primary emphasis is on identifying capabilities gaps and development needs
within an organization.
For a group, we also conduct an analysis of individual and
manager responses and prepare a report which highlights key similarities and differences
in responses, the relationships between importance and capability scores for individuals
and managers, and significant gaps that suggest organizational development needs and
priorities.
Development Action Planning
As in the process of developing managers, a major obstacle
is the translation of identified development needs into practical development actions. It
is easier to define several specific priorities for development than to define exactly
what actions will build the needed capabilities.
To address this need, we have developed the HR Development
Action Guide, a resource reference for individuals to use in setting development
objectives and plans (sample page in Exhibit 5). For each
capability, specific development resources are suggested, including:
- On-the-job development actions
- External programs and workshops
- Readings and self-study
We have made a special effort to include international
references. The Guide is continuously updated based on ongoing research in collaboration
with participating companies and on feedback/inputs from users. In a customized company
application, we add references to specific programs and resources available within the
company.
The Guide also includes suggested formats for development
action planning, follow-up, coaching, and measurement. Within a company application, we
recommend that the company's usual performance and development planning system be used for
this purpose.
Approach
We believe that these tools are most
effectively used on an integrated basis, as part of the overall process we have defined.
Accordingly, our approach is to work with a company in reviewing the components in place,
the tools that need to be added (or customized), and the implementation process.
Typically, a two-year plan is necessary for implementing the process to include all human
resource leaders.
For example, A major multinational corporation conducts HRBS programs each year, with
participants representing its various operating companies. During the week-long program,
the capabilities model unfolds through case studies, presentations, and team
discussions/exercises. The HRBS includes three parts (see In-Company Workshops for HR Leaders
for details):
In the third part, participants receive the
results of their Profile assessment, including reports on perceptions from their managers.
Based on this information, they establish individual objectives and action plans for
development. Additionally, they meet as business unit teams to define actions that will
enhance the leadership impact of their function, including collaboration and follow-up.
As a starting point in planning, we encourage
a company to have an individual or a team participate in the Wharton/HRBS program conducted in
Philadelphia in August. This provides a basis for defining the in-company
approach and a project team that is oriented and equipped to proceed.
For more information about the development process, contact HR Strategic Issues Council or call:
William G. (Bill) Stopper
Council Coordinator, HR Strategic Issues Council
and Partner, The Walker Group
Tel: (203) 431-1333
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