Leadership for HR leaders - Survey Result & Analysis

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LEADERSHIP FOR HR LEADERS Survey Result & Analysis Globalinx are adapting our highly regarded global leadership program to meet the specific needs of HR Directors, HR Managers & Senior HRBPs who are moving into a leadership role.

We conducted a survey to gather feedback on the capabilities needed to be an effective HR leader, and what Senior HR Professionals would most like to see included in the workshop.

Survey date: Jan 19-25, 2021 26 responses from HR Directors and Senior HRBPs Results - Pg. 2-5 Analysis and next Steps - Pg. 6 “Leadership for HR Leaders� Program Concept - Pg. 7

Kevin Reynolds Leadership and Organizational Development Consultant

kr@globalinx.co.jp

Leadership for HR Leaders - Survey Report and Analysis

Survey Questions 1) What capabilities do HR professionals in Japan need in order to become successful HR Leaders?

• Multiple selection from list • “Other” – Text input 2) What do you think should be included in a 'Leadership for HR Leaders' workshop?

• Text input 3, 4) For those in International environments: • What cultural aspects/ issues make it EASIER to be effective as an HR Leader?

• What cultural aspects/ issues HARDER to be effective as an HR Leader?

Capabilities, as listed in the survey:

What do you think should be included in a 'Leadership for HR Leaders' workshop?

• • • • • • • •

Acting as a consultant to the business.

Constructing logical and persuasive arguments regarding a recommended course of action.

Developing strong internal networks.

Linking the HR Strategy to the Business Strategy.

Linking HR solutions to business priorities.

Showing how HR initiatives have a measurable business impact.

Using HR data to make the business case.

Working with the Leadership team to shape the business direction.

• • • • • • • •

Coaching the Leadership team.

Conducting an organizational analysis.

Creating a sense of urgency.

Developing the next generation of leaders.

Fostering innovative thinking.

Handling/ Improving diversity.

Improving organizational engagement levels.

Leading change initiatives.

The HR Leader as a Leader

• • • • •

Being a role-model for company and team values.

Communicating organizational values.

Feeling 'engaged' in their own role.

Making decisions and communicating actions.

Understanding and communicating their individual sense of purpose.

High-Performing HR Team

• • • • • • • • •

Building a high-performing HR team.

Building trust within the HR team.

Coaching the HR team.

Dealing effectively with interpersonal conflicts.

Eliminating unnecessary HR processes and tasks.

Giving constructive feedback.

Handling performance concerns in the HR team.

Helping the HR team to connect their work to the vision and mission of the company.

Helping the HR team to develop an understanding of the business environment.

Consultant & Partner to the Business

High-Performing Organization

Note: Some Capabilities could be positioned in more than one Category – in such cases the main Category was selected. The Categories were added post-survey.

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Leadership for HR Leaders - Survey Report and Analysis

1) What capabilities do HR professionals in Japan need in order to become successful HR Leaders?

• Multiple selection from list • “Other” – Text input

The HR Leader as a Leader High-Performing Organization

Consultant & Partner to the Business

See page 1 for complete question, if truncated in the below graphic.

Linking the HR Strategy to the Business Strategy

87%

Working with the Leadership team to shape the business direction

70%

Acting as a consultant to the business

65%

Using HR data to make the business case

57%

Linking HR solutions to business priorities

52%

Showing how HR initiatives have a measurable business impact

52%

Constructing logical and persuasive arguments regarding a…

48%

Developing strong internal networks

17%

Leading change initiatives

70%

Coaching the Leadership team

70%

Developing the next generation of leaders

65%

Handling/ Improving diversity

48%

Improving organizational engagement levels

43%

Conducting an organizational analysis

26%

Fostering innovative thinking

26%

Creating a sense of urgency

9%

Being a role-model for company and team values

48%

Making decisions and communicating actions

22%

Communicating organizational values

22%

Understanding and communicating their individual sense of purpose

17%

Feeling 'engaged' in their own role

17%

High-Performing HR Team

Helping the HR team to connect their work to the vision and mission of…

52%

Giving constructive feedback

43%

Helping the HR team to develop an understanding of the business…

35%

Building a high-performing HR team

30%

Building trust within the HR team

30%

Eliminating unnecessary HR processes and tasks

30%

Coaching the HR team

22%

Dealing effectively with interpersonal conflicts

17%

Handling performance concerns in the HR team

13% 0%

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Leadership for HR Leaders - Survey Report and Analysis Listing by response - highest to lowest

1) What capabilities do HR professionals in Japan need in order to become successful HR Leaders?

• Multiple selection from list • “Other” – Text input

What do you think should be included in a 'Leadership for HR Leaders' workshop?

Consultant & Partner to the Business

• • • • • • • •

High-Performing Organization

The HR Leader as a Leader

Business case development, Emotional intelligence, Collaboration/ Teaming/ Persuasion.

How to be strategic in the VUCA environment.

HR strategy, analyses.

How to influence the business leadership team.

Constructing logical and persuasive discussion skills for HR recommended actions.

How to be a valuable HRBP. Reviewing Biz docs and summarising into key people issues and presenting key challenges at Board level.

(Human Capital) Strategy build work.

• • • •

Coaching the leadership team.

Employee experience.

Deeply understand the corporate philosophy and share it among leaders.

What do Next Generation companies in JPN look like (i.e., recent best practice trends, 'modern HR'), e.g., in terms of performance mgt, EVP, corporate values, C&B.

• • •

How to balance my time/ focus between the entire company and the HR team.

Real career stories.

How to balance "managing up" with "managing down". Too many HR leaders spend all their time with leadership and very little with their own teams.

Leadership Mindset.

How to 'engage' in remote environments.

How to operate as a leader team within HR. Leadership Theories including behavioural science.

Something to help nurture facilitation skills.

Advanced Time & priority management.

Managing (seniors) in remote/hybrid environment.

Networking internally and externally.

• • • • • • • •

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Leadership for HR Leaders - Survey Report and Analysis

High-Performing HR Team

• • • • • • • •

How to build a high performing HR team.

How to make good collaboration within HR, HRBP, Operation, CoE. Market situation of HR requirements in different countries.

Understand the responsibilities and successes of each HR function. And then it will connect to each business.

Please do team building. In that, participants think back on why they wanted to work in HR. Real case studies, Catching up on HR trends, Sharing the latest analysis, technology.

Talent Management - HR selection/upgrading - how to pick and develop good HR talent.

Target Operating Model work for HR functions.

Note: some edits were made to the original text inputs for clarity, etc. Not all comments are included, as some were similar and so were combined.

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Leadership for HR Leaders - Survey Report and Analysis

3, 4) For those in International environments: • What cultural aspects/ issues make it EASIER to be effective as an HR Leader?

• What cultural aspects/ issues HARDER to be effective as an HR Leader?

What cultural aspects/ issues make it EASIER to be effective as an HR Leader?

Vision & Strategy / Direction • All work for one firm so should have one goal. Same underlying culture, same acronyms, same business language.

• Get more diversity of input and output.

• Strong leadership to harmonize Global and local initiatives.

• Business leaders understand the needs of change.

• Group cohesion, nemawashi, and speed of execution once a decision is made.

Tools & Processes • Digital tools, adapting to the “New Normal,” not following previous success stories.

Well-Being / Positive Environment • Can feel "I am safe, and “I belong.”

• Because of COVID19 employees are expecting HR to show leadership about the working environment and conditions.

• Good teamwork.

• Enjoy the challenge of always looking to a better future.

Diversity & Inclusion • To facilitate diversity and inclusion. Being able to develop expats to learn and have them help change their mindset to adapt into Japanese culture.

• Non conflict-oriented mindset of most Japanese colleagues - Easier to play 'good cop, bad cop' (cf influence of int'l stakeholders).

• An inclusive mindset--genuinely caring about other peoples' perspectives.

• Flexibility and curiosity about other individuals and cultures.

• Openness and flexibility.

HR Initiatives / Policies • Having at least two international directors who understand importance of people strategy to the business.

• Putting people at the forefront of the business--the business goals cannot be met if the people are not being taken care of.

• Clear direction to respect local legal and labor customs.

Note: some edits were made to the original text inputs for clarity, etc. Not all comments are included, as some were similar and so were combined.

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Leadership for HR Leaders - Survey Report and Analysis

3, 4) For those in International environments: • What cultural aspects/ issues make it EASIER to be effective as an HR Leader?

• What cultural aspects/ issues HARDER to be effective as an HR Leader?

What cultural aspects/ issues make it HARDER to be effective as an HR Leader?

Society / General • Male-dominant or paternalistic society in Japan.

• Gender diversity issues in a male dominant culture.

• Understand the way of working / culture vs our own experience and adapt.

• Reserved characteristics, slow-paced and poor decision-making.

Communication • Inability--or disinterest--in drawing out opinions from HR colleagues.

• Some people offer opinions freely but for some people their opinion must be earned.

• “Speak up” culture is not natural for those who were educated in Japan. (Not cutting-in during discussions, etc.)

• Language gaps (domestic vs int'l and vice versa).

• Indirect communication styles.

Leadership / Direction • In a VUCA world, it is more difficult to decide what is the best (or the most suitable) to the company.

• Frequent lack of willingness to give real performance feedback, or for mgmt to be held accountable for developing their teams.

Global vs Local • Global does not understand Japan.

• COVID-19 makes difficult to have F2F communication. “Homelandlism” makes Globalism harder.

• People tend not to like aligning with global initiatives, wanting/persisting to keep domestic or traditional ways.

• Have to struggle between global and local leadership.

• Diverse stakeholder interests in matrixed organizations (esp. with MDs and line mgmt based abroad).

• How to balance between the global mindset/process and the ones of the Japanese in order to shift to global.

• Language/time zones/different styles of working. But can set charter/common rules for operating effectively.

Need some empathy, resilience, and patience.

HR Initiatives / Policies • Business leaders in Japan don't recognize HR strategy is a part of business strategy.

• Differences of labor law.

• Current leadership team is a mixture of international directors and traditional Japanese directors. Sometimes it is difficult to convince both sides regarding new HR initiatives.

• Non-Japanese leaders need to understand the situation in Japan, i.e., Labor Law etc.

Organization • Splitting the organization into people who "matter” and people who don't.

• Stable for many years, stays with the same members for many years.

Individuals • There is a bias. They can't accept something different from themselves. Maybe they don't think “I'm safe.” Maybe they cannot afford to be considerate of other people. You have to keep trying to accept it.

• Expats’ ignorance of Japanese culture and thinking that their way is better. Some still seem to have a colonial mentality.

• Cultural inflexibility--the idea that one's own culture is naturally superior.

Note: some edits were made to the original text inputs for clarity, etc. Not all comments are included, as some were similar and so were combined.

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Leadership for HR Leaders - Survey Report and Analysis

Discussion and Next Steps Consultant & Partner to the Business There is much to consider here, but on first viewing it seems there is a strong demand for “Consultant & Partner to the Business,” particularly with regard to ‘Making the Business Case’ by ‘Linking the HR Strategy to the Business strategy,’ and ‘Showing How HR Initiatives have a Measurable Business Impact.’

• Linking the HR Strategy to the Business Strategy.

• Working with the Leadership team to shape the business direction.

• Acting as a consultant to the business.

• Linking HR solutions to business priorities.

• Using HR data to make the business case.

• Showing how HR initiatives have a measurable business impact.

• Reviewing Biz docs and summarising into key people issues and presenting key challenges at Board level.

Organization & Leadership Development Coaching and Influencing the Leadership Team is also an area of concern. In discussions with individual HR Directors, we have found this to be a skill/ method that many HR professionals would like guidance & support with.

• Coaching the Leadership team • How to influence the business leadership team.

• Developing the next generation of leaders The HR Leader as a Leader HR Leaders face a unique challenge – namely finding the balance between their role as a leader of HR itself, and as the leader of ‘Organization & Leadership Development’ initiatives, including working with the Leadership Team. It’s not easy to combine both roles. In which case, Time management and Prioritization could be a workshop focus area.

• How to balance my time/ focus between the entire company and the HR team.

• How to balance "managing up" with "managing down". Too many HR leaders spend all their time with leadership and very little with their own teams.

• Advanced Time & priority management.

• Leadership Mindset.

• Leading change initiatives.

• Being a role-model for company and team values.

High-Performing HR Team Closely related to the role of “HR Leader as a Leader,” but with emphasis on the HR team. Ideally, The HR Leader should achieve results through the HR team, rather than having to do everything her/himself.

• Helping the HR team to connect their work to the vision and mission of the company.

• Talent Management - HR selection/upgrading - how to pick and develop good HR talent.

• How to build a high-performing HR team.

Next Actions We will finalize the ‘Leadership for HR Leaders’ program schedule and contents, incorporating further analysis from the survey results, for delivery in Q2 2021. In the meantime, please feel free to come back to us with additional and/ or different interpretations of the results. We’d welcome hearing from you.

Finally, we’d liked to say a big “Thank you” to everyone for their great insights and inputs – you have given us much food for thought!

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Leadership for HR Leaders - Survey Report and Analysis

Short Presentation on the “Leadership for HR Leaders” Program For more details, please feel free to contact me. Kevin Reynolds, kr@globalinx.co.jp or visit our homepage: https://globalinx.co.jp/

Leadership for HR Leaders

“Leadership for HR Leaders” Combinason of GLP & S -HRBP Global Leadership Program

Leadership for HR Leaders The Strategic HR Business Partner

See: https://globalinx.co.jp/

for more details

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Leadership for HR Leaders

Leadership for HR Leaders Combinason of GLP & S -HRBP Global Leadership Program The Global Leadership Program (GLP) is a Proven Skills -based Leadership Development Program Designed for Organizasons in Japan by HR Professionals and Coaches

The Strategic HR Business Partner An HR professional who interfaces with the business, providing human capital solusons to enable the organizason to implement its strategy and achieve business and organizasonal goals

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Leadership for HR Leaders - Survey Report and Analysis

The “Leadership for HR Leaders” Program

Leadership for HR Leaders

GLP - The Complete Leadership Development Soluson The core of the Global Leadership program covers fundamentals of Self, Business & People Leadership Provides individual support for Leaders in overcoming business & personal challenges

Provides acsonable input from colleagues, peers, subordinate & the manager’s managers

Provides insights into the most desired leadership outcome à a Highly Engaged and High Performing organizason

Improving the capability to drive change throughout the organizason

Enables teams & departments to develop mulsple business concepts through ideason

Assesses the professional personality traits essensal for leadership success Building an organizason that achieves extraordinary results through organizasonal mission, vision, key strategic objecsves & structure

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Leadership for HR Leaders

GLP Core Elements

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Leadership for HR Leaders - Survey Report and Analysis

The “Leadership for HR Leaders” Program

Leadership for HR Leaders

Improved Leadership Evalua\ons

Leaders develop Self, Business and People Leadership capabilises, and so receive improved 360 feedback from direct reports and colleagues.

Improved Individual and Business Results

More employees exceed expectasons, because managers learn to coach them regularly to achieve higher performance.

Improved Employee Engagement

Employees throughout the organizason respond more posisvely in Employee Engagement Surveys, due to improved individual and team leadership capabilises

Improved A]rac\veness to Top Talent

The organizason improves its ability to atract top talent by providing leadership development and coaching to key mid -career hires.

More Local Employees in Global Facing Roles

More local Japanese employees take up global leadership roles

Improved Reten\on

What You can Expect From GLP

Leaders take part in career development discussions with their direct reports, improving retenson

Reduced Turnover Costs

The organizason retains high potensals and top talent due to increased trust in leadership competence & character.

Improved Produc\vity

Overall producsvity is improved in business units through beter communicason and clear goal seung by managers. Unnecessary oversme is reduced.

Reduced Absenteeism and Sick Leave

Leaders posisvely impact the physical and mental health of their direct reports by gaining the knowledge, skills and support to coach & manage effecsvely, and so avoid staff burnout.

GLP Delivers Measurable Results Across a Range of Direct and Indirect Program Outcomes

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Leadership for HR Leaders

Leadership for HR Leaders Combinason of GLP + S -HRBP Global Leadership Program The Global Leadership Program (GLP) is a Proven Skills -based Leadership Development Program Designed for Organizasons in Japan by HR Professionals and Coaches

The Strategic HR Business Partner An HR professional who interfaces with the business, providing human capital solusons to enable the organizason to implement its strategy and achieve business and organizasonal goals

Globalinx Corp. InternationalTraining Consultants

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Leadership for HR Leaders - Survey Report and Analysis

The “Leadership for HR Leaders” Program

Leadership for HR Leaders

Developing the Capabilities Needed to be a Successful Strategic HRBP Business Acumen • Using insight of the internal and external business environment to develop human capital solutions that improve business performance Innovation • Develop and propose creative solutions to human capital problems Leadership • Persuade line managers of the need for HR programs, by taking a leadership position • Interpersonal communication skills • Reconciling different interests, Conflict resolution Develop and use Metrics to: • Support the HR business case and Align HR strategy with the business strategy • Assess the performance of HR programs Workforce Management • Use HR knowledge on engagement, performance management and organizational capability to provide strategic solutions to human capital problems

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Leadership for HR Leaders

S-HRBP: Example Schedule – Online Program

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Leadership for HR Leaders - Survey Report and Analysis

The “Leadership for HR Leaders” Program

Leadership for HR Leaders

Leadership for HR Leaders

Next Actions – Finalize program schedule and contents, incorporating ideas from the survey results, for delivery in Q2 2021

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