Evolve from traditional HR to a strategic internal consultant driving organizational impact.
Evolving from Human Resources to Internal Consultant…
MAKING THE TRANSITION
Presented by: Howard M. Guttman Principal Guttman Development Strategies, Inc.
Guttman Development Strategies, Inc. © 2004
Executive/Management/Organization15 Lookout Drive, Ledgewood, NJ 07852Phone: 973-927-3026 • Fax: 973-927-5771 • www.guttmandev.com • hmguttman@guttmandev.com
Agenda
Introduction/Expectations
Getting in the Door
Defining Your Role
Tough Situations
Keys to Success: Mindset/Personal Dimension
Getting in the Door
Recognize Symptoms:
Turnover
Conflict/ER problems
Issues raised in training classes that are not skill-based
Influx of new players
Recognize Opportunities:
Organizational change (+ or -)
Merger/Acquisition
Downsizing/Audit
Leadership changes
Defining Your Goal
Low Ownership:
YOU own the outcome (rescuer)
You collude with the underground
You play it safe
You allow the client to set up the venue
High Ownership:
THEY own the outcome (facilitator)
You “call it”/Mirror
You take risks
You assertively and proactively contract
Tough Situations
Difficult to be a “prophet in your own land”
Game plan decided before you get there
Changing expectations midstream
Client not doing their part to support the effort
Lack of transparency about symptoms/agenda
Client unwilling to acknowledge their role
External consultants perceived as more valuable
Keys to Success
Mindset:
You can live without the organization (hard to get).
“Cosmopolitan” vs. “local” link.
The more difficult the game, the longer the process.
Lean toward the line.
Stay Teflon.
You “are” your work (integrity/no triangulation).
External consultants are part of our virtual team.
Personal Dimension:
“Impacting Assertive.”
Willingness to say “no” to contracts.
Maintain confidentiality.
Mirror first, don’t jump to solutions.
Be candid.
Display confidence.
Don’t collude with dysfunctionality.
If it’s not clean with a colleague, it’s not okay with you.
Hold clients and colleagues accountable to play straight.
Howard M. Guttman
Howard M. Guttman is the principal of Guttman Development Strategies, Inc., a Ledgewood, NJ-based management consulting firm specializing in executive development, management development, and organizational development.
Areas of Expertise:
Aligning senior management teams
Strategy and implementation of “horizontal” organizations (e.g., brand teams, matrix structures, global teams)
Executive development
GDS’s U.S. and international clients include:
Campbell Soup
Colgate-Palmolive
Johnson & Johnson
Masterfoods USA
Motorola
L’Oréal USA
Pfizer
Philip Morris
Sara Lee Corporation
The New York Times
Professional Experience:
Former Director of Human Resources at Johnson & Johnson
Former National Manager of Human Resources Development and General Manager of Headquarters Personnel at Johnson & Johnson
Senior Organizational Development Consultant at Automatic Data Processing (ADP)
Academic Credentials:
M.S. from Case Western Reserve University’s School of Applied Social Sciences
Former professor of organizational behavior and management consulting at Rutgers University’s Graduate School of Management
Former adjunct professor of behavioral consulting at Fairleigh Dickinson University
Publications:
Author of When Goliaths Clash: Managing Executive Conflict to Build a More Dynamic Organization (AMACOM, 2003)
Contributor to professional journals, including Executive Excellence, Harvard Management Update, and The Journal of Business Strategy
Media Appearances:
Featured on MSNBC, New Jersey News 12, WMAQ Chicago, and Comcast Network’s “One on One”
Speaking Topics:
Executive Development
Consulting at the Board Level
Accelerating Organizational Development
Strategic Training Initiatives
High-Performance Team Development
Conflict Management as a Core Leadership Competency
Contact Information
Guttman Development Strategies, Inc.15 Lookout Drive, Ledgewood, NJ 07852Phone: 973-927-3026 • Fax: 973-927-5771 • www.guttmandev.com • hmguttman@guttmandev.com