Is anyone willing to share best practices on crafting agendas with focus topics and delivering a series of HR strategic planning meetings over the year?
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no titlea year ago
I love all of this. I'd love to learn more about the rotating "marketplace" style for your offsides. Could you elaborate?
no titlea year ago
You set up different stations, one for each topic you like the team to discuss. You split your team into groups, each group will rotate through all stations. Each station will have someone present key facts / question to be solved to the group, then lead the group through a discussion round. Depending on the topic, each round can be anywhere from 30min to 75 min. Then you have the groups rotate until all groups have taken part in all stations. Makes sense?
Director of HR in Healthcare and Biotecha year ago
Just chiming in that I would love to see responses, as well!
We just onboarded our new global head of talent and leadership (TL) at Siemens and my team and I developed a series of TL leadership team engagements to shape the new way of working.
Business back, customer centric, outside in. Along with it to break our own departmental and regional silos, to up our commitment on data backed decision making.
It's a first time all leadership team members video pitched their understanding of the biggest business and operating model changes and implications on their area of responsibility, the first time we did a SWOT by area of responsibility and then elevated to the TL departmental level.
Currently we are taking a whole new portfolio management approach which we made a conscious choice to position as "simplification", aligned with a more stringent budget review and product assessment process specifically focused on impact, total effort and value to the business and employees.
We have 2-3 in person offsites where the extended leadership team participates. For instance, the last in person workshop we ran was to discuss cross-discipline focus topics e.g. internal mobility, skills, leadership development, ...in rotating "marketplace" style. It worked really well for us and was an important step towards breaking internal silos.
In between we run focused 1.5 -2 hour virtual working sessions on specific topics e.g. business reality and implications pitching, SWOT, SGES results and action planning, project review, ... We don't use joint leadership time to present to each other. Everyone does serious work ahead of time to prepare. We encourage peer coaching as part of the process and that was very well received. Time together is strictly working time, using conceptboard.
Looking ahead, we will start to invite business leaders to our planning workshops to walk the talk of business back, customer focused and outside in.