The Iowa Experience Human Resources as a Strategic

The Iowa Experience: Human Resources as a Strategic Business Partner Mollie K. Anderson, Director Iowa Department of Administrative Services For the International Personnel Management Association October 1, 2004 1

Why Did You Choose HR? n Why did you get into HR? n How long have you been in this field? n Where do you want this profession to take you? 2

What an HR Professional Is n The systemizing, policing arm of executive management n An advocate for employees n Strategic business partner for customers n A champion for change 3

The Primary HR Goal n Get the right person… n With the right skills… n Into the right job… n With the right supervision to meet performance expectations and … n Add value to the organization. 4

The Primary HR Questions n How do you attract and retain quality employees? n How can you become a strategic partner with your customers? n How do you improve productivity and ROI? n What issues affect employers’ ability to meet company goals? 5

HR Challenges Today n Changing employee demographics and needs n More competition for a skilled workforce n Focus shifting from regulation to service n Demand for customized service n The need to support desired business outcomes and affect the bottom line 6

The Iowa Experience n Department of Administrative Services combined 3 ½ agencies in 2003 n Adopted the entrepreneurial management concepts of strategist David Osbourne n Four goals: Improve customer service, save money, streamline, and use resources in a more flexible manner. n Unique financing approach 7

Entrepreneurial Management n A customer-focused (NOT program focused) approach… n To delivering services (NOT running a program)… n In a competitive marketplace (NOT a monopoly. ) 8

How DAS is Set Up in Iowa n A complement of infrastructure and facilities services, including full range of HR functions n Each fee-based operation covers its costs n Customer Councils set utility rates n ‘Rowing and steering’ functions separated n Moving toward one-stop shopping model 9

What DAS Started With n Traditional financial infrastructure n ‘Old’ agencies without legislative champions n Thirty percent budget cuts over three previous fiscal years n Highly tenured, program-focused employees n Grumpy, uneducated customers 10

What DAS Has Done n Passed enabling legislation n Developed fee-based financing models, determined service costs, and reduced cross-subsidized ‘drug deals’ n Adopted an internal shared services model n Established and empowered customer councils 11

What DAS Is Doing Now n Refining financing and legislative framework n Eliminating silos between merged agencies n Engineering a culture change n Re-motivating employees with training and incentives 12

The Iowa Approach to HR n Define internal and external customers n Know your customer(s) and their business(es) n Know your business goals and what it takes to achieve them 13

Setting HR Priorities n Know your customers’ (internal and external) priorities n Understand the financial risk n Evaluate the potential for improvement 14

How to Create a Compelling Picture for Action n Do your homework and be prepared to tell your story n Identify risks of inaction n Know the impact on financing and productivity 15

How to Get Your Own Team On Board n Lay out clear expectations n Use a customer service representative model and service delivery agreements n Use performance evaluations and reward programs 16

Example: Workers Comp n Start with the viewpoint that people are the face of government n Tell the story simply, using the numbers n Define the risk (financial, productivity) if no action is taken 17

How to Get Invited to the Decision Making Table n Connect with customer goals—save money, streamline processes, etc. n Know your business—and your customers’ business n Articulate a compelling story n Follow up! 18

What Role Does Communication Play? n Start with research—know the facts n Tell your story in a compelling, understandable way n The ‘visual identity’ concept works n Repeat, repeat 19

Use the Tools n For the basics, an FAQ n Annual reports n Newsletters or bulletins n Crisp financial results 20

What You Can Measure n Customer satisfaction n Financial goals n Grievances n Processing time n Turnover/retention 21

The Bottom Line n Watch the people who have leveraged their HR expertise to move ahead. n HR is no longer just a knowledge game— you must be able to apply what you know. n You must be able to listen, evaluate and persuade. 22

What You Can Do to Develop Your Skills and Career n Education n Write and talk n Use associations and seminars n Move around in HR specialties and to career opportunities n Cross-functional teams n Look for emerging issues 23

Lessons Learned—a Recap n Be proactive, not reactive n Know your customers and your business n Do your homework n Learn from others when you can n Be concise and clear n Keep current on emerging issues n Get involved in HR organizations n Sometimes you have to move n You can’t go it alone 24

Question and Answers Visit the DAS website, http: //www. das. iowa. gov 25