Andrzej Domaradzki X Kongres Spedytorów 23 April 2009, Kazimierz Dolny, Poland.

Andrzej Domaradzki

X Kongres Spedytorów

23 April 2009, Kazimierz Dolny, Poland

Workshop Topic

DOES MY COMPANY NEED A HUMAN CAPITAL

STRATEGY, ESPECIALLY IN A TIME OF RECESSION?

Corporate Coaching Federation - Coaching & HR Services: Worldwide [email protected] Office: +48 22 717 00 40 Mobile: +48 502 416

207

Workshop Purpose

Today we will discuss Best Practice and LEARN and SHARE from each other

Corporate Coaching Federation - Coaching & HR Services: Worldwide [email protected] Office: +48 22 717 00 40 Mobile: +48 502 416 207

Workshop Purpose

I would like today’s workshop to be as interactive as possible so that we can all share best practice with each other so that we can challenge ourselves and also develop our thoughts and strategies to ensure our companies outperform others in the current challenging economic times.


Rules For The Workshop

Be prepared to contribute.



Be prepared to contribute. Be as open and honest as

possible.

Corporate Coaching Federation - Coaching & HR Services: Worldwide [email protected] Office: +48 22 717 00 40 Mobile:

+48 502 416 207



possible. Respect other views and

thoughts





thoughts – what is right or wrong for you or your company may not be right or wrong for others.


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thoughts – what is right or wrong for you or your company may not be right or wrong for others.

DON’T CRITISE OTHERS.


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ABOVE ALL AS WE DISCUSS VARIOUS TOPICS KEEP

ASKING YOURSELF THESE QUESTIONS:


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Do we do this and if yes can we improve?


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Does my company need this?


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ABOVE ALL AS WE DISCUSS VARIOUS TOPICS KEEP ASKING YOURSELF THESE QUESTIONS:


Does my company need this? What is the risk or impact on my

business if I haven’t adressed this?Corporate Coaching Federation - Coaching & HR Services: Worldwide [email protected] Office: +48 22 717 00 40 Mobile:

+48 502 416 207

Do You Have A Strategy?

Much has been said today about the global economic crisis and how it affects Poland and your companies.


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How many of the companies here today have a Human Capital Strategy?


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How many of the companies here today have a Human Capital Strategy?

(ONE HAND UP PER COMPANY this includes our guests from the media too!!)


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Who Owns It?

WHICH FUNCTIONAL AREA OWNS THE HUMAN

CAPITAL STRATEGY IN YOUR ORGANISATION?


Who Owns It?

EVERYONE SHOULD OWN IT AND CONTRIBUTE TO DEVELOPING IT


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Who Owns It?

EVERYONE SHOULD OWN IT AND CONTRIBUTE TO DEVELOPING ITAll employees should be responsible:


Who Owns It?

EVERYONE SHOULD OWN IT AND CONTRIBUTE TO DEVELOPING ITAll employees should be responsible: Owners


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Who Owns It?

EVERYONE SHOULD OWN IT AND CONTRIBUTE TO DEVELOPING ITAll employees should be responsible: Owners, Managing Directors


+48 502 416 207

Who Owns It?

EVERYONE SHOULD OWN IT AND CONTRIBUTE TO DEVELOPING ITAll employees should be responsible: Owners, Managing Directors, Board

Members


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Who Owns It?


Members Managers and all staff members


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Who Owns It?


Members Managers and all staff members HR does not own the strategy


+48 502 416 207

Who Owns It?


Members Managers and all staff members HR does not own the strategy – they

can facilitate it but not deliver it


Who Owns It?


Members Managers and all staff members HR does not own the strategy – they

can facilitate it but not deliver it - all of YOU must actively contribute.


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Board Meetings

WHEN DID YOU LAST DISCUSS YOUR HUMAN CAPITAL STRATEGY AT A BOARD MEETING?


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Board Meetings

WHEN DID YOU LAST DISCUSS YOUR HUMAN CAPITAL STRATEGY AT A BOARD MEETING?Be honest:


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Board Meetings

WHEN DID YOU LAST DISCUSS YOUR HUMAN CAPITAL STRATEGY AT A BOARD MEETING?Be honest: - Is it regularly on the agenda?


+48 502 416 207

Board Meetings

WHEN DID YOU LAST DISCUSS YOUR HUMAN CAPITAL STRATEGY AT A BOARD MEETING?Be honest: - Is it regularly on the agenda? - Do you dedicate enough time to it?


+48 502 416 207

Board Meetings

WHEN DID YOU LAST DISCUSS YOUR HUMAN CAPITAL STRATEGY AT A BOARD MEETING?Be honest: - Is it regularly on the agenda? - Do you dedicate enough time to it? - Do you review progress against

action plans?


+48 502 416 207

Board Meetings

WHEN DID YOU LAST DISCUSS YOUR HUMAN CAPITAL STRATEGY AT A BOARD MEETING?Be honest: - Is it regularly on the agenda? - Do you dedicate enough time to it? - Do you review progress against

action plans? - Are accountabilities clearly

defined?Corporate Coaching Federation - Coaching & HR Services: Worldwide [email protected] Office: +48 22 717 00 40 Mobile:

+48 502 416 207

Elements of a Human Capital Strategy

I will now briefly discuss what your company could include in a Human Capital Strategy – these are in no order of importance.


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1. REDEFINE AND SET A NEW COMPANY STRATEGY

Redefine your company strategy and then & only then align your Human Capital Strategy to it.


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1. REDEFINE AND SET A NEW COMPANY STRATEGY1.1. FOCUS, FOCUS, FOCUS

Focus on the main issues that face your business





- Redefine priorities to address today’s situation (not yesterday’s).


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- Redefine priorities to address today’s situation (not yesterday’s)

- What investments will give you the largest savings and best future returns?



1. REDEFINE AND SET A NEW COMPANY STRATEGY1.2. BE INNOVATIVEMost executives understand the current reality – real leaders of vision take unexpected risks and welcome unexpected opportunities. Welcome, discuss and embrace innovation from your employees. Instil a culture of innovation and change in your organisation.


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1. REDEFINE AND SET A NEW COMPANY STRATEGY1.3. DON’T MAINTAIN THE STATUS QUOStop activities, services or product lines that no longer make sense in the current climate.


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1.2. BE INNOVATIVE1.3. DON’T MAINTAIN THE STATUS QUO


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2. COMMUNICATION & LEADERSHIPYou must demonstrate leadership and keep communicating – you can’t over-communicate.


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2. COMMUNICATION & LEADERSHIP2.1. OPENESS, HONESTY & TRANSPARENCY Employees must see and feel their leaders setting priorities, sharing plans, speaking the truth and above all be seen to be out talking and listening to their people.


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2. COMMUNICATION & LEADERSHIP2.2. ENGAGE ALL OF YOUR EMPLOYEESIt is essential to actively engage all of your employees and trade unions too if you have them. Think of ways you can achieve this: special projects, cross-functional initiatives, special workshops, suggestion schemes....


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2. COMMUNICATION & LEADERSHIP2.2. ENGAGE ALL OF YOUR EMPLOYEESInvolving and motivating your employees can reverse a difficult situation into a great success.


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2. COMMUNICATION & LEADERSHIP2.3. HAVE SHORT TIME-FRAMES AND CLEAR ACCOUNTABILITYTighten project and action timeframes.


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2. COMMUNICATION & LEADERSHIP2.3. HAVE SHORT TIME-FRAMES AND CLEAR ACCOUNTABILITYMarket and project cycles shorten in a recession – take quicker decisions and actions.


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2. COMMUNICATION & LEADERSHIP2.3. HAVE SHORT TIME-FRAMES AND CLEAR ACCOUNTABILITYKeep the pace going in your organisation.


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2. COMMUNICATION & LEADERSHIP2.3. HAVE SHORT TIME-FRAMES AND CLEAR ACCOUNTABILITYSet clear accountability and measure performance against it.


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2. COMMUNICATION & LEADERSHIP2.4. BETTER TO FOCUS ON A FEW THINGSDon’t overwhelm your employees with too many projects and actions


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2. COMMUNICATION & LEADERSHIP2.4. BETTER TO FOCUS ON A FEW THINGSFocus on the critical few and continuously reinforce the message through communication channels.


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2. COMMUNICATION & LEADERSHIP2.5. SUPPORT EACH OTHERInspire a culture of supporting each other even if it is across different functions or departments.


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2. COMMUNICATION & LEADERSHIP2.5. SUPPORT EACH OTHEROften tensions can split departments or cause conflict across the organisation.


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2. COMMUNICATION & LEADERSHIP2.5. SUPPORT EACH OTHERIf employees are being asked to give things up or make sacrifices then executives must do the same. Lead by example and not by military style orders and directions!!!


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2. COMMUNICATION & LEADERSHIP2.6. PEOPLE ARE AFRAID OF THE FUTURE – ACTIVELY MANAGE THE FEARPeople are naturally afraid:

Will I still have a job?Will my department or company survive?YOU MUST ACTIVELY MANAGE THE FEAR.


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2. COMMUNICATION & LEADERSHIP2.7. COMMUNICATE WHY STAFF ARE BEING LET GOOpenly and honestly communicate to any staff you are letting go. Don’t forget that these people are your ambassadors in the future. Make the parting as painless as possible.


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2. COMMUNICATION & LEADERSHIP2.7. COMMUNICATE WHY STAFF ARE BEING LET GODon’t hide the truth from the rest of the organisation – let them know what is happening. If there are group redundancies support your managers and train them in how to make difficult communications. Maybe some key people in your organisation may need media training too?


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2. COMMUNICATION & LEADERSHIP2.1. OPENESS, HONESTY & TRANSPARENCY2.2. ENGAGE ALL OF YOUR EMPLOYEES2.3. HAVE SHORT TIME-FRAMES AND CLEAR

ACCOUNTABILITY2.4. BETTER TO FOCUS ON A FEW THINGS2.5. SUPPORT EACH OTHER2.6. PEOPLE ARE AFRAID OF THE FUTURE –

ACTIVELY MANAGE THE FEAR2.7. COMMUNICATE WHY STAFF ARE BEING LET

GOCorporate Coaching Federation - Coaching & HR Services: Worldwide [email protected] Office: +48 22 717 00 40 Mobile:

+48 502 416 207


3. COST CUTTING V’s FOCUS ON TALENT.Total employee cost in a lot of companies is one of the biggest budget line items – now is the time to really challenge yourselves and decide if you have the right talent in your organisation.



3. COST CUTTING V’s FOCUS ON TALENT.3.1. ALIGN TALENT PLANS TO COMPANY STRATEGY.Ensure that you know what talent you really need to deliver your strategy. Redefine the job roles/job descriptions and analyse if the people who are in the jobs fit the new roles. Better still fit the talent in your organisation to the new roles.


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3. COST CUTTING V’s FOCUS ON TALENT.3.2. SUCCESSION PLANS.Create succession plans in your organisation. Include as part of this processes a regular review of the risk of loosing you key staff or best talents. Make sure your best talent doesn’t leave of it’s own accord!


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3. COST CUTTING V’s FOCUS ON TALENT.3.3. NEW TALENT.Maybe a way forward is to aquire undervalued assets in other companies or maybe to recruit talented individuals who were previously unavailable to you: were too costly, didn’t want to leave their company and suddenly are available?


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3. COST CUTTING V’s FOCUS ON TALENT.3.4. DON’T REDUCE STAFF STRAIGHT AWAY.Don’t panic and take the obvious route immediately to reduce staff and save costs. I HAVE SEEN COMPANIES CUT OUT THE HIGHER COST STAFF WITHOUT THINKING ABOUT THE FUTURE. What will happen to your company when the recession finishes? Will you still have enough talented staff left to compete with your competitor’s?


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3. COST CUTTING V’s FOCUS ON TALENT.3.5. BE CREATIVE – REDUCED HOURS OR WORKING WEEK.Find creative ways to reduce costs if you need to. Some talented staff welcome the opportunity to work shorter hours or part-time or even to take long-term leave of absence.


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3. COST CUTTING V’s FOCUS ON TALENT.3.5. BE CREATIVE – REDUCED HOURS OR WORKING WEEK.Don’t fall into the trap of reduce wage costs and then a few months later making group redundancies. You will come unstuck with this type of ruthless approach.


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3. COST CUTTING V’s FOCUS ON TALENT.3.6. KEEP MONITORING THE MARKET-PLACE.Keep monitoring the market-place to ensure you are paying your key talents and key retention staff good market rates. The risk is if you don’t you will loose them.



3. COST CUTTING V’s FOCUS ON TALENT.3.1. ALIGN TALENT PLANS TO COMPANY

STRATEGY.3.2. SUCCESSION PLANS.3.3. NEW TALENT.3.4. DON’T REDUCE STAFF STRAIGHT AWAY.3.5. BE CREATIVE – REDUCED HOURS OR

WORKING WEEK3.6. KEEP MONITORING THE MARKET-PLACE.


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4. OUR CULTURE AND BRAND.How we treat our staff can have a significant impact on our culture and brand.If we make the wrong choices or manage our Human Capital Strategy badly we could even destroy our brand.YOU HAVE BEEN WARNED!!!


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4. OUR CULTURE AND BRAND.4.1. HOW WE ARE SEEN BY OTHERS (COMMUNITY, COMPETITORS, CUSTOMERS).How your business responds to a recession or difficult times really does define how you are judged by customers, employees and the whole community. If you take the wrong approach you risk significantly damaging your business or even bankrupting it.



4. OUR CULTURE AND BRAND.4.2. HOW WE ARE VIEWED BY OUR OWN EMPLOYEES.Pay attention to staff who are leaving but don’t forget about those who are left. They may be feeling threatened, confused, directionless, angry or guilty. Consider making available councelling services.


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4. OUR CULTURE AND BRAND.4.3. HOW WE ARE VIEWED BY OUR SHAREHOLDERS OR PARENT COMPANY.Shareholders and parent companies often react very toughly with mishandled Human Capital Strategies – be careful or else you could lose your job!


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4. OUR CULTURE AND BRAND.4.4. HOW WE ARE VIEWED BY OUR SUB-CONTRACTORS.Often sub-contractors have been with a company for years (maybe they were full time employees once and you have outsourced them). They should be treated the same as full-time employees.


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4. OUR CULTURE AND BRAND.4.5. OUTPLACEMENT PROGRAMMES.Help employees who are leaving to find new jobs or start their own busineess. Consider offering professional outplacement services. Angry or bitter employees can damage you in the market-place. Staff who are left see you acting as a concerned and fair employer. Who knows you may want to get staff back when the recession ends – will they want to come back if you have treated them badly?


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4. CULTURE AND BRAND4.1. HOW WE ARE SEEN BY OTHERS

(COMMUNITY, COMPETITORS, CUSTOMERS).

4.2. HOW WE ARE VIEWED BY OUR OWN EMPLOYEES

4.3. HOW WE ARE VIEWED BY OUR SHAREHOLDERS OR PARENT COMPANY.

4.4. HOW WE ARE VIEWED BY OUR SUB-CONTRACTORS.

4.5. OUTPLACEMENT PROGRAMMES. Corporate Coaching Federation - Coaching & HR Services: Worldwide [email protected] Office: +48 22 717 00 40 Mobile:

+48 502 416 207

Other elements of an HCS?

SOME ELEMENTS OF A HUMAN CAPITAL STRATEGY


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CAN YOU SUGGEST MORE?


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CAN YOU SUGGEST MORE?

Please share what you are doing which hasn’t been included in my list?


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Can you survive without?

CAN YOU AND YOUR BUSINESS AFFORD NOT TO HAVE A HUMAN CAPITAL STRATEGY?

As we have seen a Human Capital Strategy has many elements and for each company these will be different.

A Human Capital Strategy can be time consuming and complicated to define but once defined it can be managed in small segments.


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Can you survive without?

CAN YOU AND YOUR BUSINESS AFFORD NOT TO HAVE A HUMAN CAPITAL STRATEGY?

Hand on heart – can you or your business afford not to have one?

Will your company compete well with businesses that have a strategy?

Above all will your business survive without one?


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Questions and Discussion

ANY QUESTIONS OR THOUGHTS ANYONE WOULD LIKE TO RAISE OR DISCUSS?


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Wishing You All Great Success

I WISH YOU GREAT SUCCESS IN DEVELOPING YOUR OWN HUMAN CAPITAL STRATEGY.

MAKE IT A LIVING ORGANISM.


Speak To Me At The Conference

If any of you would like to discuss any elements of today’s workshop then please speak to me – I will be available till the end of the conference. If you can’t speak to me now then please do not hesitate in phoning or writing to me.

I will arrange to have sent to you complete notes from this workshop in May.


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Thank You - Dziękuje

Corporate Coaching Federation - Coaching & HR Services: Worldwide [email protected] Office: +48 22 717 00 40 Mobile: +48 502 416

207

Andrzej Domaradzki X Kongres Spedytorów 23 April 2009, Kazimierz Dolny, Poland.

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Transcript of Andrzej Domaradzki X Kongres Spedytorów 23 April 2009, Kazimierz Dolny, Poland.