Project Members: / Melissa McEvoy (ID) Matt D (Program Manager) Mike E (Sponsor)
Due Date: / TBD
Audience: / HR Generalists and Consultants (Grades 15-16)
Background and Rationale
- In 2010 new Success Profiles were developed for the HR job family that included consulting skills
- Implementation of HR Support Center removed field generalist accountability for many of the transactional HR tasks
- Many HR senior individual contributors have had no formal training on consulting skills
- LMAC contracted with outside firm to deliver training to HR staff from senior IC’s through senior management that was well received
- A curriculum has been introduced for grade 10-13 that addresses core HR technical skills
- For senior individual contributors, ability to consult with client managers in ways that influence their perspective on the problems and potential solutions has been repeatedly described as an unmet need.
Program Goals
Prepare HR professionals to engage and resolve business issues more effectively through improved process consulting skills
Describe the consulting process from engagement through presentation and implementation of solutions
For a given presenting problem, identify the most effective consulting role along continuum of “pair of hands” through “co-creator”
Broaden foundational knowledge in business areas that enable more effective business consulting including organizational strategy, structure, and culture
Demonstrate effective engagement and contracting skills that result in improved diagnoses of business problem, roles, and effective plan of action
Audience Description (Detailed)
HR Generalists and Consultants (Grades 15-16)
Assume fully proficient in common core HR technical skills
- Employee relations
- Employment law
- Workforce engagement
- Workforce analytics
- Compensation
- Recruiting
Key Deliverables
3 Webinar sessions;
- Overview Webinar: General welcome and intro to program
- Webinar 1: Intro to Consulting Model; Strategy, Customer Value Proposition
- Webinar 2: Structure and Culture
2 day ILT session (face to face)
Additional materials and guides for the approve; PG, FG, Handouts, Case Study, etc.
Resources Required
- What outside resources will be needed?
- Web support for Connect space
- IT help for Connect Space
Key Dates (examples below)
Project Kick-off
Drafts and Reviews
Final Review
Pilot Content / TBD
TBD
TBD
TBD
Assessment Strategy
- Plans for evaluating the training? How will you know the learners have mastered the course?
- Evaluation – focus group, discussions
- Accountability Partners
- Follow up with Manager
Pre Requisites
Prerequisites:
Prior to attending the webinar(s) and actively contributing to the Connect space, participants will have completed pre-work activities including:
- Attending introductory webinar overview of the Consulting Skills program
- Reading 3 assigned articles:
- Strategy: Customer Intimacy and Other Value Disciplines (HBR – Treacy & Wiersema)
- Structure: Excerpts from Designing Organizations (Galbraith)…
- Chapter 1 – Introduction (pgs. 1-8)
- Chapter 2 – Choosing an Effective Design (pgs. 9-16)
- Chapter 3 – Matching Strategy and Structure (pgs. 17-37)
- Chapter 4 – Linking Process to Coordination of Needs (pgs. 38-55)
- Chapter 7 – Organizing Around the Customer (pgs. 91-115)
- Culture: What is an Organization’s Culture? (HBS – Christiensen)
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Program Map
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Detailed Design
This is a more detailed description of your course. Use this to chunk your content and begin choosing your method of instruction. Think about which sections will include face to face application, online instruction, and additional technology resources. What blend of online and face to face application will work in relation to your topic and objectives? Use this to build out ideas for activities for each method (online or face to face).
Program InformationTitle of Course: Consulting Skills for HR Professionals
Total Time:
30-45 minute introductory webinar
2.5 hours pre-reading (operating model)
(2) 75-minute webinars (consulting model and operating model)
30 minutes engaging in online discussion between each webinar
Type: Blended
- Virtual Classroom (3 syncronous LiveMeeting sessions)
- 2 Day ILT Session (In person face to face sessions)
- Connect Social Site (Asynchronous discussions and posts)
Module Objectives
Goal: The overall goal of the Consulting Skills program is to prepare HR professionals to engage in and resolve business issues more effectively through improved process consulting skills. An understanding of strategy, structure, and culture is necessary in order to effectively fulfill the business partner role and employ effective process consulting practices. The content of the webinar(s) and the Connect community introduce participants to the elements of the operating model with an emphasis on the application of these elements to their own organization. These webinars are a prerequisite to attending the Consulting Skills classroom workshop.
Objectives:
Participants will be able to:
(Webinars and Connect Space)
- Define and describe the elements of the operating model (strategy, structure, and culture)
- Know the types of questions to ask to identify the customer value proposition
- Identify the customer value proposition employed within their organization
- Identify their organizations’ hard structure
- Define organizational culture
- Distinguish between organizational climate and culture
- List and describe the four types of cultures
- Identify the type of culture that best describes their organization
- Describe the consulting process from engagement through presentation and implementation of solutions
- Integrate an understanding of their organizations strategy, structure, and culture into their consulting process
- For a given presenting problem, identify the most effective consulting role along continuum of “pair of hands” through “co-creator”
- Demonstrate effective engagement and contracting skills that result in improved diagnoses of business problem, roles, and effective plan of action
- Effectively respond to common challenges to effective consulting (to include resistance, credibility, lack of data)
Topics/Section / Method / Overview / Time / Instructional Exercise / Activity (What you plan to have students do) / Resources and Tools
1)Orientation Web meeting /
- Virtual Classroom
- Overview of program
- Expectations
- General Discussion
- PowerPoint
- Demo of Connect Space
2)Virtual Discussion Pre-webinar /
- Connect social site (asynchronous)
- Participant introductions and background
- What specifically are you hoping you will be able to do better after completion of the program?
- Assignment of webinar pre-work
- What to expect on the webinar
- Connect discussion moderated by the instructor
Webinar / 75 minutes total
1)Introduction /
- Virtual Classroom
- Introductions
- Objectives
- Walk through program goals
2)Consulting Process /
- Virtual Classroom
- Explain the 4 HR Business Partner Roles
- The Consulting Model
- Present the Consulting Style Continuum
- Show CLC (Corp Exec Board) slide of the 4 roles
- Show the Consulting Model
- Show Consulting Style Continuum
- Explain the relationship between these 3 things
3)Operating Model Overview /
- Virtual Classroom
- Review 3 components of operating model
- Why it’s important in the context of consulting effectiveness
- The integration of the 3 elements (strategy, structure, culture) define an organizations’ operating model
- Show operating model graphic
- Discussion
4)Strategy /
- Virtual Classroom
- Objectives (program goals)
- Strategy sets the direction and scope of an organization. It’s an organization’s formula for winning.
- Review Customer Value Proposition Framework
- Which of the 3 propositions best describes the strategy of your organization?
- Discussion around dimensions of
- Use Treacy & Wiersema examples of the 3 value propositions, but update examples of companies since some are outdated
- Discussion question - How does strategy drive human capital decisions?
- Discussion question – which of the 3 propositions best describes the strategy of your organization?
Connect Discussion 2 /
- Connect Social site
- Think of a company you admire. What is their customer value proposition (CVP)? What evidence leads you to your conclusion? You may find it helpful to reference the strategy considerations we covered during Webinar I. Post your response. If you do a little research and find some good info, share the URL’s with the rest of the class! Review the responses of others, identify an intriguing post, and pose any questions you might have.
- Discussion moderated by instructor
Webinar 2 / 75 minutes total
5)Structure /
- Virtual Classroom
- Objectives (program goals):
- What is structure?
- Design parameters – what does the structure need to do? (Efficiency, innovation, speed of decision making, etc.)
- STAR model in the context of the operating model
- How does structure drive human capital decisions?
- Review hard and soft structures
- There are 4 dimensions of structure
- Galbraith Star Model (Strategy, Structure, Processes, Rewards, People)
- Discussion question - How does structure drive human capital decisions?
- Participants discuss the structure of their org and describe benefits and drawbacks.
6)Culture /
- Virtual Classroom
- Objectives (program goals)
- Review culture in the context of the operating model
- Definition of culture
- The Four Cultures Framework w/ model, individual motivation, leadership values, characteristics, and examples of companies.
- Climate as a subset of culture
- Subculture
- Build in content from Christiensen What is an Organization’s Culture? article
- Discussion question – Which of the 4 cultures best describes your organization and does that differ at all from the overall culture?
- Discussion around sub-cultures
- Discussion question - How does culture drive human capital decisions? Discussion question – How do HR processes reinforce culture?
7)Next Steps / Virtual Classroom /
- Participation in Connect discussions
- Explain pre-work for classroom workshop
Virtual Discussion
Post-webinar / Connect Social Site (asynchronous) / In Designing Organizations, Galbraith states that all business are experiencing the following changes in their environment:
- Globalization of customers
- Preference of customers for partnerships or relationships
- Customers’ desire for solutions
- Rise of electronic commerce
- Steady increase in the power of the buyer
- During Webinar II, we distinguished cultural artifacts from culture itself. Think about companies you’re familiar with that are known for their organizational “culture.” What cultural artifacts can you think of that exist as a result of that culture? Share your example.
- Connect Discussion moderated by instuctor
Classroom / 2 days total
1)Introduction / Instructor Led Class /
- Welcome
- Context – where in HR curriculum, tie to previous
- Objectives (program goals)
- The role of HR professional as consultant
- Presentation and discussion
- List their consulting challenges/cases. What is your presenting problem? What challenges do you see?
- Point out focus will be on understanding and managing the process, key skills, and ensuring you position yourself well early.
- PowerPoint
- Facilitator Guide
- Participant Guide
- Handouts
2)Consulting Role / Instructor Led Class /
- Overview of the role continuum (characteristics and pros/cons)
- Pair of hands
- Expert
- Process
- Collaboration
- Co-creative
- Trusted partner
- Contrast each role
- Requirements of each role
- Negotiate role early
- Walk through scenarios of each role
- Application discussion: What role should you take in challenge you identified in pre-work? How will you get there? What challenges do you see?
- Presentation of the role continuum. What distinguishes each role? Get examples of where each role is appropriate.
- Have participants read scenarios
- Clear instructions/debrief on pairs discussion.
- PowerPoint
- Faciliator Guide
- Participant Guide
- Handouts
3)Consulting Process / Instructor Led Class /
- Overview of process
- Dive into each step of process
- Key outcomes of each phase and behaviors required for successful execution
- Iterative vs. linear process
- Application discussion: Given your scenario and the role, pick a phase and review how you will approach
- Presentation/discussion on overview slide
- Discussion – slide for each phase discuss outcomes, practices, challenges of each
- PowerPoint
- Faciliator Guide
- Participant Guide
- Handouts
4)Operating Model Review / Instructor Led Class /
- Brief review (discussed in webinar, pre-reading)
- Point: you are helping your client be a better leader, they may not be thinking of these elements
- Competitive game
- PowerPoint
- Faciliator Guide
- Participant Guide
- Handouts
5)Case Study Part I: presenting problem, contracting / Instructor Led Class /
- Debrief pre-reading case
- Leadership
- Culture, strategy, structure
- What is the problem?
- What analytics come into play?
- What role should HRG take?
- What can go wrong?
- How would you approach?
- Fish bowl role play: first meeting using a role that is ~75% correct, but leaves room for opportunity.
- Table group case study discussion and large group debrief
- Facilitator/co-facilitator role play and debrief.
- PowerPoint
- Faciliator Guide
- Participant Guide
- Handouts
6)Contracting Overview / Instructor Led Class /
- Outline of “contract”
- Skills of contracting
- Presenting issue – higher possibility
- PowerPoint
- Faciliator Guide
- Participant Guide
- Handouts
7)Application exercise: contracting / Instructor Led Class /
- Break off into pairs
- Describe individual situations
- Prepare role play
- Role play, feedback
- Large group debrief
- Based on pre-work preparation on real scenario
- Role Play
- Checklist
- PowerPoint
- Faciliator Guide
- Participant Guide
- Handouts
8)Diagnosis overview / Instructor Led Class /
- Types of data, sources, themes, and conclusions
- Block Diagnosis Model
- Data collection methods
- Funneling data, summarizing, and analyzing
- Tie back to Upscale case
- Various types of assessments/tools used to gather data and draw conclusions
- PowerPoint
- Faciliator Guide
- Participant Guide
- Handouts
9)Feedback / Instructor Led Class /
- Importance of feedback
- What kind of meeting is it?
- Preparing for the feedback meeting
- Conducting the feedback meeting
- Role Play
- PowerPoint
- Faciliator Guide
- Participant Guide
- Handouts
10)Case Study Part II: Data gathering and diagnosis / Instructor Led Class /
- Hand out “part II”
- Table discussion and debrief:
- How would you evaluate progress so far?
- How should the HRG go about diagnostics?
- What data should be gathered and how?
- What types of questions would you ask?
- Discussion and debrief
- PowerPoint
- Faciliator Guide
- Participant Guide
- Handouts
11)Application exercise: diagnosis / Instructor Led Class /
- Break off into pairs
- Work on individual examples
- What data do you need?
- How will you get it?
- What difficulties will you encounter
- Large group debrief: one, or two, share their examples
- Work in pairs to discuss diagnosis of their own examples.
- PowerPoint
- Faciliator Guide
- Participant Guide
- Handouts
12)Dealing with Obstacles / Instructor Led Class /
- Resistance
- Types of resistance
- Actual underlying concerns
- Recognizing the type of resistance and dealing with it
- Low motivation – could follow Block decision tree
- Dealing with it
- Organizational politics
- Role play relate to case and their applications – could apply power framework to case and get discussion from this
- Build resistance into case for discussion. Could also assign small groups a type of resistance and discuss examples, strategies to deal with, etc.
- PowerPoint
- Faciliator Guide
- Participant Guide
- Handouts
13)Solutions Development Overview / Instructor Led Class /
- Types of solutions
- Role of “client” in determining type of solution
- Other considerations
- Meeting intent/design for different solutions
- Story to drive discussion, since this is such a broad area; they can discuss what worked, what didn’t, hit on bullets, etc.
- PowerPoint
- Faciliator Guide
- Participant Guide
- Handouts
14)Application exercise: Solutions Development and Presentation of Feedback - Case Study Part III / Instructor Led Class /
- Hand out “part III”
- Small teams: prepare presentation
- Large group role play: hand out “challenge cards” to audience, selected “volunteers” present
- Teams of 3-4 prepare presentation of recommendations for case
15)Reflection Exercise / Instructor Led Class /
- Think about a consulting challenge you’d previously handled that didn’t go as well as you would have liked. Knowing what you know now, where did you go wrong? Did you assume the right role? Did you contract effectively? Did you accurately diagnose the issue? Did you effectively feedback the data, manage resistance, develop the right solution(s) and present your recommendations appropriately?
- Provide a template in PG for capturing their info. Share with a partner. Ask for a few examples to share with the larger group.
- PowerPoint
- Faciliator Guide
- Participant Guide
- Handouts
16)Conclusion / Instructor Led Class /
- Tie the model back together
- Reference criticality of understanding operating model
- Presentation
- PowerPoint
- Faciliator Guide
- Participant Guide
- Handouts
17)Action Planning / Instructor Led Class /
- Next steps
- Probably have another Connect discussion
- Manager involvement
- Process confirmation
- Accountability pairs
- PowerPoint
- Faciliator Guide
- Participant Guide
- Handouts
Additional Comments/Concerns: