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Establishing_your_brand_as_a_strategic_hr_business_partner

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Business & Mgmt

Published on February 23, 2014

Author: HomerZhang

Source: slideshare.net

Description

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Establishing Your Brand as a Strategic HR Business Partner Shannon Bayer Senior Consultant & Director of Training

Today’s Facilitator Shannon Bayer • • • Senior Consultant & Director of Training Enjoys a competitive game of Words w Friends™ and a peaty Scotch All around nice person Copyright © Linkage. All rights reserved. www.linkageinc.com

Agenda • Definition: Brand • What Makes You Credible • Influencing Without Authority • The Cornerstones of Trust • Establishing Productive Relationships • Building Your Network Copyright © Linkage. All rights reserved. www.linkageinc.com 4

BRAND

Defining Brand Definition: A set of expectations, memories, stories and relationships that, taken together, account for a client or customer’s decision to invest (time or resources) in one product or service over another. Copyright © Linkage. All rights reserved. www.linkageinc.com 6

Questions 1) Do you know your “brand”? i.e. why do people choose to work with you, and NOT around you? YES or NO 2) What is your “brand”? Institutional Knowledge – Problem Solver – Collaborator – Gets it done – ??? Write your brand in the chat box. Copyright © Linkage. All rights reserved. www.linkageinc.com 7

The Components of Brand Credibility Relationships Brand Influence Trust Copyright © Linkage. All rights reserved. www.linkageinc.com

CREDIBILITY

4 Cs of Credibility Character Composure Competence Connection Copyright © Linkage. All rights reserved. www.linkageinc.com

Character • Defined as: the mental and moral qualities distinctive to an individual. • This is about perception: – Good character – Bad character • Judged in balance with the individual AND organization’s values Challenge: You can’t change or guess an individual’s values or beliefs. You must be true to yourself. Copyright © Linkage. All rights reserved. www.linkageinc.com 11

Composure • Defined as the state or feeling of being calm and in control of oneself. Copyright © Linkage. All rights reserved. www.linkageinc.com 12

Question 3) How does your “calm” show up? a) Relaxed and interactive b) Relaxed and quiet c) Joking around d) Focused e) Other ____________ Copyright © Linkage. All rights reserved. www.linkageinc.com 13

Competence • Defined as having the necessary ability, knowledge, or skill to do something successfully. – Not fake it ‘til you make it • May take time Copyright © Linkage. All rights reserved. www.linkageinc.com 14

Question 4) When someone mentions an acronym you are not sure of, you: a) Ask the speaker what it means b) If it is mentioned more than three times and you cannot figure it out based on the context, you ask the speaker c) You note it to ask the speaker later d) You don’t ask the speaker, you can figure it out e) If it is not a topic area you are interested in, you forget it once the conversation is over Copyright © Linkage. All rights reserved. www.linkageinc.com 15

Connection • Defined as a relationship with another, especially one of influence or importance, with whom one is associated, as by kinship or common interests • It is the creation of the interest that is difficult • Personal connection • Intellectual connection • History connection • Authority connection • What else?? Copyright © Linkage. All rights reserved. www.linkageinc.com 16

INFLUENCE

Influence Copyright © Linkage. All rights reserved. www.linkageinc.com

Bases of Power and the Six Influence Styles Partner Relational Coach Resource Negotiate Expertise Captivate Position Sell Direct Copyright © Linkage. All rights reserved. www.linkageinc.com

Influence: Is it better to be feared or loved? Partner Relational Coach Resource Negotiate Expertise Captivate Position Sell Direct Lead with *Fiske, Cuddy, Glick. “Universal dimensions of social cognition: warmth and competence” 2006. Follow with Copyright © Linkage. All rights reserved. www.linkageinc.com 20

Tool: Project Influence Map • How do you want to change your influence over your key stakeholders on a given project? • First complete the Stakeholder Commitment Chart – Identify Key Stakeholders – Put their names into the Influence Chart – List their title and their level of control or decision making power – Note what your current level of influence is with a – Note where you would like your level of influence with an X – Draw an arrow connecting the two Copyright © Linkage. All rights reserved. www.linkageinc.com

Stakeholder Make Help Permit Questions VP of operations X IS manager Include in development meeting 6/15 Involve in selecting redesign team X Facilities manager X Information Systems group Action Steps Add to redesign team X Union president Human Resources Nothing Attend methodologies overview Attend overview; consult them; select members for team X Renegotiate their role X Sally X Operations group X Medical chiefs Involve in data gathering and implementation X Accounting department Have opinion leaders at overview Special overview/Q & A session X Department supervisors Get on redesign team Involve in analyses X X = Current Commitment  = Desired Commitment Copyright © Linkage. All rights reserved. www.linkageinc.com 22

TRUST

Survey: How do you build Trust? In chat box to the right, describe the behaviors, actions, or activities that build trust…. Copyright © Linkage. All rights reserved. www.linkageinc.com 24

The Four Cornerstones of Trust Expertise Good Will Do you have special abilities? Do you have good intentions? Trust Do you keep your commitments? Reliability Are you real? Authenticity Copyright © Linkage. All rights reserved. www.linkageinc.com 25

Mapping the Loss of Trust Copyright © Linkage. All rights reserved. www.linkageinc.com

Question 5) When an individual causes you to lose trust in them, which cornerstone is it hardest for you to forgive? a) Expertise b) Reliability c) Good Will d) Authenticity Copyright © Linkage. All rights reserved. www.linkageinc.com 27

Tool: Trust Checklist Cornerstone  Currently Doing Need to Start Need to Stop  Expertise Reliability Good Will Authenticity Copyright © Linkage. All rights reserved. www.linkageinc.com 28

RELATIONSHIPS

Build Relationship through Networking Formal AND Informal Copyright © Linkage. All rights reserved. www.linkageinc.com

The Characteristics of a Strong Network Formal Hierarchy Informal Network *The Network Secrets of Great Change Agents Julie Battilana and Tiziana Casciaro Copyright © Linkage. All rights reserved. www.linkageinc.com 31

Questions 6) How many direct reports do you have? a) b) c) d) e) 0-1 2-5 5-10 10-20 20+ 7) How many peers in your department do you have? a) b) c) d) e) 0-1 2-5 5-10 10-20 20+ 8) How many people are in your organization a) b) c) d) 0-500 500-1000 1000-5000 5000+ Copyright © Linkage. All rights reserved. www.linkageinc.com 32

Tips for Building a Strong Network • Plug into the connectors • Play matchmaker • Loiter and learn • Catch the winds of change • Build goodwill Copyright © Linkage. All rights reserved. www.linkageinc.com 33

Copyright © Linkage. All rights reserved. www.linkageinc.com

Q&A

THANK YOU!!!

About Linkage Linkage has been building better leaders, teams and organizations for over 25 years. We do this by providing strategic consulting on leadership development and talent management topics and through our learning institutes, skill-building workshops, tailored assessment services, and executive coaching. www.linkageinc.com @LinkageInc Copyright © Linkage. All rights reserved. www.linkageinc.com

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