PIHRA Pasadena (District 4) Presents . . .

New HR Leaders: Strategies for the First 100 Days

Presented by Paul Falcone www.PaulFalconeHR.com Paul@PaulFalconeHR.com

(310) 691-3838

1

And Author of . . .

101 Sample Write-Ups for Documenting Employee Performance Problems

101 Tough Conversations to Have with Employees

96 Great Interview Questions to Ask Before You Hire

2

The Performance Appraisal Tool Kit: Redesigning Your Performance Review Template to Drive Individual and Organizational Change

2600 Phrases for Effective Performance Reviews

2600 Phrases for Setting Effective Performance Goals

3

Today’s Agenda

Collecting current, “must have” human capital data

Identifying capability gaps that may be holding the HR team or operating unit back

Holding effective 1-on-1 meetings with your supervisor and with your clients

Setting team expectations appropriately

Establishing your own identity and brand of HR leadership

4

Focus Areas

Your boss

Your team

Your key clients

5

What CEOs Expect from HR

1. Leadership development and pipeline (76%)2. Talent management (71%)3. Creating a high-performance culture (71%)4. Training/development (65%)5. Compensation, benefits (42%)6. Improving HR operational efficiency (28%)7. Anticipating business-critical events (e.g., avian flu

2004, swine flu 2009) (25%)8. Regulatory issues (19%)9. Integrating acquisitions quickly (17%) Source: Workforce Magazine, July 20, 2009, page 18: “Chief Concern: Leaders”

6

Strategic HR Leadership

ROI Metrics

Executive Comp

Executive Development (coaching)

Succession Planning

HR Audit

C-Level Recruitment

7

Four Business Metrics Link to the Bottom Line

1. HR metrics, such as turnover and absenteeism

2. Market-based metrics, such as customer satisfaction

3. Operational measures, such as safety

4. Financial measures, such as sales and profit

8

Common Traits among Managers Who Excel over the Long Haul

Demonstrate character and integrityDon’t waste timeMethodic, focused, and process- and people-orientedCommunicate effectively and develop staffHire the right peopleStimulate skills development in othersMonitor performance and proactively address problemsBuild relationships and create an inclusive atmosphere Practice continuous self-improvement on a personal levelDr. Clinton Longenecker, Professor of Management, University of Toledo

9

Separate Handouts

Departmental Due Diligence Exercise

Company Due Diligence Exercise

10

Land Mines Awaiting Discovery . . .

Exemption status of “wobbler” positions (e.g., coordinator, administrator, specialist)

 ADA leave practices once the 12-week FMLA period

has expired Independent contractor review Number of employees with documented

accommodations; intermittent vs. block FMLA leave; workers’ comp experience ratings; safety records and trends

11

Land Mines (cont.)

Voluntary, involuntary, and total turnover Immigration status (H-1B, TN-1, O-1 visas and

pending green card applications)  Recruitment time-to-fill metrics  Reference checks, background checks, credit

checks, pre-employment drug testing, and validation of pre-employment testing

 

12

Land Mines (cont.)

Probationary period length and “at will” documentation Union vulnerability: www.GlassDoor.com, climate

surveys, turnover, WC claims, intermittent FMLA usage, turnover, EEOC claims, lawsuits

 Layoff history / past two years: Peer Group Analysis

(PGA) usage, WARN notice (Worker Adjustment and Retraining Notification Act)

 1,000-Hour Pension Rules for part-time employees

13

Handbooks, P&P Manuals, CBA’s, & COC’s

Pay special attention to the language surrounding the following:

 Hours of work policy (class action wage & hour

potential)  Attendance policy (“no fault” vs. “excuse-based”

systems and ADA reasonable accommodation interventions)

 “Bumping privileges” relative to reductions-in-force

14

Handbooks (cont.)

Management’s Rights Clause (for flexibility and discretion and laying off, outsourcing, and the like)

 Code of Business Conduct disclosure

process / fluid reporting chain  Form 5500 review for benefit plans showing a

plan’s (1) financial condition, (2) coverage, (3) source of funding, and (4) any changes made to the plan that year

15

Key Human Capital Metrics

Employee Demographics: What does the “average bear” look like?

 Call Centers: Female, Hispanic, 5.2 years

tenure, 3.3 average performance review rating, 1.40 corrective action/head, $14.92/hour

Field Ops: Male, Hispanic, 9/4 years tenure, 3.8 average performance review rating, .70 correction action/head, $19.62/hour

16

Metrics (cont.)

Recruitment Metrics  Time-to-Start Cost-per-HireSource Cost Analysis

17

Metrics (cont.)

Employee Relations Metrics  Total Turnover

Voluntary Turnover Involuntary Turnover (Expect 80 – 20 or 75 – 25 ratio)

Corrective Action Trends and Patterns Performance, Conduct, Attendance buckets #1 Reason for disciplining per center, region, division#1 Reason for leaving the company voluntarily

18

Metrics (cont.)

Talent Management Metrics  Cross-trained, cross-certified per location On-deck / ready now (vs. 1 – 2 years vs. 2+

years) IDP (Individual Development Plan)Successor ID’d per critical position Manager trainee candidates in pipeline

19

Low-Hanging Fruit

Key Question: Where’s your “organizational pain point?” What’s keeping you up at night? If you could fix one people-related problem that’s holding back the organization, what would it be?

20

Challenge 1: High Turnover 21

Recruitment “marketing” brochures

Scorecard approach to human capital metrics for the field: tie all HR-related metrics together into one report to help line managers understand (employee demographics per center, time-to-fill, talent management statistics, cross-training numbers per center, average annual performance review score, total turnover, primary reason for leaving (voluntary), #1 reason for corrective action, #1 reason for involuntary termination

Challenge 1 (cont.)

“Road to Retention” action plan

Introduce field management to the idea of basic reference checks

Voluntary lunch-n-learn conference calls with front-line leaders on effective hiring, performance management, and leadership development

22

Challenge 2: Intermittent FMLA Abuse23

Metrics to determine usage trends and patterns (tenure, age, wage level, performance review score, corrective action history, etc.)

Stricter monitoring of adherence to medical notes

Communication message to the field

Survey group sessions to determine real cause of problem

Challenge 3: Problematic Attitudes 24

A handful of poor performers threaten lawsuits and constantly fly below the radar screen (in terms of not making concrete errors) but wreak havoc on operations and morale

Corrective action documentation for inappropriate workplace conduct

Discussions regarding alternatives to termination

Expectations Upward (Boss/Clients) 25

Third-Rail Issues and Organizational Sensitivities: Establishing Expectations with Your Boss and with Your Clients

“What are we not particularly good at yet as an organization?”

 What are we not particularly good at yet as

an HR team?

Expectations Upward (cont.)

How would you grade the HR team on a scale of 1-10, with 10 being the highest? Why an [8]? What would make us a 10?

 How well do we communicate as an organization

from the top down? Does HR give you enough notice when rolling out major initiatives?

 “If you could change and improve two or three

strengths or weaknesses in terms of our front-line leadership team’s abilities, what would they be?”

26

Expectations Upward (cont.)27

“Do you feel like we get a relatively high level of performance and productivity from our front-line staff, or do we have some serious deficiencies and gaps that need to be addressed?”

 “Do you ‘turnaround’ opportunities in any key

divisions, regions, or centers that you’d like my help in exploring a bit? Being a fresh set of eyes with no history or baggage can be helpful when you feel like you’re tried everything else.”

Expectations Upward (cont.)28

Measuring the organization’s “dysfunctionality quotient” – “Are there any critical mine fields or particular areas of sensitivity that I should know about before getting too far ahead of myself in terms of trying to make things better?”

 “What would success for someone in my role

look like to you in six to nine months from now? Likewise, what would be problematic or of concern in terms of how you’re viewing this job and my role in it?”

Expectations Downward (Team)29

Develop and implement consistent policies and practices

Improve our management training, development, and communication efforts

Strengthen our team of HR professionalism at every level

Support/sponsor a community service, diversity, and employee wellness events

Expectations Downward (cont.)30

DEFENSIVE HR OFFENSIVE HR

Compliance focus Help us change and adaptError avoidance Remove roadblocks & obstacles Tried and true / resistance to change

Make people successful / turnarounds

HR as the “Principal’s Office” Serve as a trusted business partner

Expectations Downward (cont.)31

Four guidelines for becoming a more innovative organization:  Keep an external focus. What problems are your customers

trying to solve? Draw from other disciplines.

Learn from your mistakes. There’s no such thing as a perfect plan. Learn from your market and readjust your approach.

“Embrace your inner Edison.” Remember the 1% inspiration, 99% perspiration rule.

Resist the pull of the core. Strengths define weaknesses. Find hidden weaknesses.

A Personal Invitation . . . 32

“On a more personal note, I’d like to meet with you one-on-one to learn more about what you do and how you do it. Remember that my goal is to help you build your career and prepare for your next move in career progression if that’s what you’re looking for, so feel free to meet with me and go over your resume, last year’s performance review or self-evaluation, and the like.

I like playing “career counselor” and helping people focus on how to build and grow their careers and skills, so feel free to work with me in that spirit of goodwill and honest, objective feedback.”

Establishing Your Own Brand 33

What do you stand for? How would you describe yourself in three

words? What do people say behind your back? Would you want to work for you?

The Ethics or integrity, honesty, accountability, and selflessness

People respect competence but they love passion!

Leadership Principles 34

Principles

Mutual Respect Pride for Donors Passion for Patients Strong Work Ethic Exceed Donor Expectations Welcome Change as an Opportunity to Learn and Grow Give Credit, Don’t Take Credit Turn the Triangle Upside Down

Principles (cont.)35

Leadership

Lead by example Practice MBWA (Management by Walking Around) Make others feel welcome and included Celebrate successes and learn from mistakes Create a work environment where team members can

motivate themselves Create a continuous learning environment Teach what you choose to learn Respect others’ points of view and value their opinions Focus on bringing out the best in others Demonstrate the highest level of ethics and values at all

times

Principles (cont.)36

Communication

Say HI and THANK YOU! Know your staffers and donors by name Create a culture of openness and information-sharing Praise in public, censure in private It’s okay to say “I Don’t Know” Proactively feed info up and out Provide consistent feedback in a constructive manner Keep others informed and leave no one flying blind Listen openly and look for common ground

Principles (cont.)37

Teamwork

Always assume good intentions Create a positive and inclusive work environment Err on the side of compassion Practice the adage, What you want for yourself, give to

another Place others’ needs ahead of your own and expect them to

respond in kind Always look to bring out the best in others Share best practices Resolve team conflict without drama or angst Foster a sense of shared accountability and group

responsibility

A New Beginning . . .

Ask well thought out questions Teach what you choose to learn . . . Patience,

appreciation, selflessnessRome wasn’t built in a day—so don’t break

anything just yet! The “two feet in one shoe” concept Enjoy your new adventure . . .

Q&A

Paul Falcone www.PaulFalconeHR.com Paul@PaulFalconeHR.com

(310) 691-3838