Effective HR (partnership) in a
small structure
October 20, 2016
Jessica Silberman Dunant, Human Resources and Communications Director |
CHS EMEA
OUTLINE
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Who am I, and what on earth does CHS stand for?
Who are you and what’s in this session for you?
Caracteristics of «big» and «small» companies
The Ulrich model 20 years down the road
What does that mean for the HR function and it’s
effectiveness?
• Conclusion
WHO AM I?
AND WHAT ON EARTH DOES CHS STAND
FOR?
• Cenex Harvest States
• US Fortune 100 company
• Cooperative
WHO ARE YOU?
WHY A SESSION ON HR IN A SMALL
STRUCTURE
CARACTERISTICS OF «BIG» AND «SMALL»
COMPANIES
«Big»
• Budgets
• Longer lead time on decision
making
• Certain stability & risk adversity
• Broad expertise
• Bureaucratic
• Sufficent staffing, organic
growth
• Goal; new/revolutionary
product, sustainability
«Small»
• Budgets
• Faster, less studied
decisions
• Volatile, potentially
more open to risk
• Focused expertise
• Lean staffing
• Little bureaucracy
• Goal; merger or
acquistion
THE ULRICH MODEL 20 YEARS DOWN THE
ROAD 1995-2016
IMPACT OF COMPANY SIZE ON HR
DELIVERY
Can we correlate company size and HR operating model, capabilities and impact?
Are there as many company operating models as HR operating models and
maturity levels?
Some general traits caracterise «big» vs «small» HR teams
HOW DO WE MEASURE HR EFFICIENCY
AND EFFECTIVENESS?
Efficiency is "doing things right," while effectiveness is "doing the right things."
How do you measure HR efficiency and effectiveness?
And in a small structure without analytics?
• How do you gain credibility with the business if you’re deeply entrenched in
operational HR activities?
• Or is this exactly what makes you a valued Business Partner?
CONCLUSION
With the right ingredients a small HR structure has a legitimate seat at
the table and can deliver value added activities