presented by: natalie ivey, mba, sphr ceo & performance consultant
TRANSCRIPT
Presented by:
Natalie Ivey, MBA, SPHRCEO & Performance Consultant
www.rpchr.com
Root Causes to Perception
Fundamental difference in philosophies HR = Risk Management
Maintaining Compliance / Documentation Workers Comp / Safety Employee Relations “keeping ‘em happy” to
avoid turnover Ops = Driving Results
$$$$$$$, %%%%%%, Goals achievement2
Department downsizing – more with less “Job Description Creep” HR leaders promoted based on technical skills
vs. leadership & management skills Keeping up with rapidly changing laws Frivolous hostile work environment claims and
HR wrapped up in “Employee Drama” Perception/image of HR professionals as
“not strategic” and more administrative “The Principal’s Office”
Current HR Challenges / Perception Problems
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Current HR Challenges
“Nanosecond” Communication &
Employee Relations issues
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Look at the Org Chart and what do you see???
CHRO or VP? Only a VP? Only a Director? How much influence does HR have? How do leaders view HR’s role? Perception change starts with clearly
understanding current perception…
Current HR Challenges / Perception Problems
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Underlying problems
Underlying problems to HR’s brand image: Career paths into HR
Many professionals have advanced to positions of responsibility from individual contributor/administrative roles Payroll Administrator to Generalist HR Specialist to HR Manager Benefits Administrator to HR Business Partner HR “Coordinator” to HR Generalist
Continued “admin” perception – not enough influence to create or align critical HR infrastructure
Cross functional advancement small percentage of HR professionals
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Underlying problem: Lack of Leadership Competencies
Core Leadership skills that are missing: Strategic Planning / Goal Setting &
Alignment of Objectives Project Management Influencing & Negotiation Facilitation Skills – meetings Presentation and Speaking Skills Conflict Resolution Skills
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Underlying problems: Lack of Leadership Competencies
Lack of leadership development for HR professionals = micromanaging behaviors displayed too often
HR perceived as “too emotional” and too focused on employee satisfaction vs. bigger picture metrics
Lack of clear, measureable goals Misalignment of HR activities, not
strategically aligned – therefore… No perceived value add
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Underlying problems: Lack of Other Competencies
Other knowledge/skills/abilities that are missing in HR:
Time Management Assertive communication Financial knowledge / managing budgets Lack of IT/systems knowledge & how to
integrate with strategic planning Lack of networking skills/ability to
acquire resources
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Strategies to Start Changing Perception to Strategic Partner
Clearing Defining HR’s Role
HR’s Role must evolve…
Tactical vs. Strategic
HR's role in the organization is all too often tactical over strategic
HR professionals reported spending only 23% of their time in 2005 "being a strategic business partner" - no more than they reported in 1995
Source: 2005 Report produced by USC Professor Edward E. Lawler III
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Tactical vs. Strategic
TACTICAL Urgent, day-to-day
demands One-off, short-term
answers Technical expertise and
paperwork “Bailing the boat out
daily” “Working at ‘sea level’ in
the weeds…”
STRATEGIC Urgent, longer-term needs Solutions, relationship
management Long-term process improvements Developing people “Plugging the holes in the boat”
so we have smooth sailing “Working at ‘30,000’ feet to view
more of the landscape and what’s on the horizon…
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Tactical vs. Strategic
TACTICAL Dealing with employee
relation’s complaints Conducting new-hire
orientation Interviewing non-exempts Reviewing FMLA paperwork
to approve/deny leave Calculating employee PTO
balances Responding to an EEOC
charge
STRATEGIC Performing a SWOT analysis Conducting an Environmental Scan Identifying industry/workforce trends
and creating plans to capitalize on trends
Identifying organizational risks and creating plans to minimize risks
Anticipating potential poaching of talent and working proactively to avoid losses
Aligning HR departmental goals with “big picture” organizational goals to drive desired results in key metrics
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Clearly Defining HR’s Role
HR’s primary role is to define and manage the “backbone” of organizations: the integrated framework of processes (or vertabrae) of managing human resources
Additionally, HR’s role is to maintain compliance and subsequently serve as internal consultants to minimize organizational risk
Through managing risk and managing the backbone/framework, HR provides strength and alignment with organizational goals – consequently driving business results
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The Organizational “Backbone”
= Job Analyses and Creation/Maintenance of Job Descriptions= Competency and Behavioral-based Interview Guides= Talent Acquisition Process= Compensation & Benefits / Payroll/HRMS Systems= Orientation/On-boarding= Polices, Procedures, Performance Standards, and Clear Objectives= New-hire training= Ongoing Technical & Soft Skills Development= Mentoring= Career Pathing Opportunities= Career Development & Advancement Processes= 1:1 Processes for Coaching & Performance Management= Quarterly, Semi-Annual, or Annual Performance Reviews= Talent Management Assessments & Succession Planning= Performance Improvement Plans= Progressive Discipline Processes= Termination Processes
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Chief HR Officerowns the entire
backbone
Shifting Perception to Strategic Player Requires Influence & Negotiation
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To create/shape the backbone requires a senior HR Champion
HR Champion must have recognized authority
HR Champion must have ability to influence change toward cooperation—through making changes to the backbone
HR Champion must have “political horsepower” to hold others accountable
Defining Role, Responsibilities—and Authority
What is your job title?
What is your boss’s job title?
Is he/she a Champion / “Power Player”?
What parts of the backbone do you manage?
How much authority do you have to be a chiropractor (to effect change)?
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Aligning Goals & ObjectivesAligning Goals & Objectives
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“Big Picture Goals”
HR Department Goals Team Member
Tasks/Actions/Duties
Aligning Objectives: Aligning Objectives: Mission/Goals/Tasks & DutiesMission/Goals/Tasks & Duties
“Big Picture Goals”
HR Department Goals
Team Member Tasks/Actions/Duties
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SSpecificpecific
MMeasurableasurablee
AActionablectionable
RReasonableeasonable
TTime-ime-boundbound
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Specific (Exactly what will be done) Measurable (The results can be
quantified) Actionable (It can be accomplished; it’s
within your control) Reasonable (It is realistic and is aligned
with the organization’s goals) Time-bound (There is a deadline)
SMART Goals
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“Decrease worker’s compensation expense from $X to $X by end of the fiscal year.”
“Reduce time-to-fill open positions from an average of 30 days to less than 15 days by September 30, 20XX”
“Implement the new talent acquisition/on-boarding software solution by April 30, 20xx”
“Reduce the average health-care cost per employee from $X to $X by end of the fiscal year.”
SMART Goals
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Improving Personal Brand Image to Change Perception of HR
The Problem…
HR Profession is 80% female Workplace dress heavily defines
perception of competence… HR is far too casual Female HR dress is often:
“school teacher”, “admin assistant”, “busy, tired mom”, “fashionable retail clothing store/make-up counter girl”, or “nightclub singer”
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Why is that a problem????
How can you become a strategic business partner, helping to make significant impact on your organization—if the people around you perceive your competence and level of influence by the way you look at the office?
Right or wrong…you ARE judged based on what you wear and what you say…
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Personal Brand ImageDon’ts for Women:Coming into work with hair still wet Chewing gum during a meetingWearing clothes that don’t fit –go up a size if they’re too tight!Nails too long (talons), chipped nail polish, extreme colors Extreme hairstyles, chunky highlights, need of a “root job”Earrings longer than 2 inches below the ear lobe Wearing plastic hair clips and hair adornments
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Personal Brand ImageDon’ts for Women:Wearing heels you can’t walk inWearing shoes that are too casual or sandal likeWearing low-cut or “stretchy” blouses or skirts above kneeIf you can see a “roll” or a “muffin top”--don’t wear it!Jewelry that “jingles”Makeup appropriate for the nightclub—but not daytimeCarrying a handbag/tote bag/key chain with a bunch of
adornments…little stuffed animals, etc.
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Personal Brand ImageDo’s for Women:Invest in a business wardrobePay attention to grooming:
Good haircut and color – hair is among first people notice! Nails polished & Makeup subtle
Perfume that doesn’t arrive before you do!Invest in good quality accessories:
Good watch is noticed and lasts many yearsQuality leather handbag & briefcase
Pearls will always give a polished lookShoes in newest shape, 3” heels max height
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Personal Brand Image:Do’s For Women in HR
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Personal Brand Image
Do’s for Men:Invest in a business wardrobePay attention to grooming:
Regular haircuts Nails trimmedInvest in good quality accessories:
Good watch is noticed and lasts many yearsQuality briefcaseLeather shoes & shined
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Personal Brand Image
Don’ts for Men:Taking business casual too far…Sneakers or casual shoes are too casualNot shaving –coming into work with stubbleExtreme haircuts and/or colorToo much cologne“Cargo” pants with lots of side pocketsWearing shirts without a collarWearing clothes that are wrinkled, too tight/looseUsing a backpack vs. a brief case – “college guy”Chewing gum during a meeting
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Improving Personal & Department Image to Change Perception of HR
Look inward to recognize weaknesses – get a a few senior-level mentors!
If in an HR Management role—get leadership training!
Think, plan, and act strategically: “how does what I’m doing/planning to do generate an ROI for the organization?” vs. “I have to do this because the boss gave it to me to work on…”
Track metrics; have facts and data to support your recommendations
Strategies to Improve HR’s Brand Imageto Change Perception
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Build partnerships across the organization: Ask others, “What are your current
challenges with the HR group? How can I help to overcome those challenges?”
Develop alliances with other professionals to build knowledge base & resources
Start thinking bigger picture – Go beyond your desk and immediate to-do list
Improving HR’s Brand Image
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Listen for leadership phrases: “We need to take a look at that…” “This is going to be a problem for us if we don’t
do something…” “I’m not sure why this is happening…”
Volunteer to take ownership of initiatives that generate organizational impact
Get rid of non-value added processes Identify—up front—what the return on investment
will be for your time/initiative and how it will impact the bigger picture
Improving HR’s Brand Image
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Support HR’s boundaries: Be flexible; yet, firm
Example: Completed reviews from managers are due on Wednesday by Noon. Two email reminders were sent out re: due date & time. It’s Wednesday Noon & Manager Bill doesn’t have his completed and says he won’t have them done until Friday. You need his team’s performance data to complete a matrix for your boss--by Friday—to use in a senior leadership discussion of the merit pool.
How would you handle this issue?
Improving HR’s Brand Image
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Ensure HR is creating “Flow” vs. “Friction” in implementing processes
Seek input/feedback before rolling out new/modified processes to clearly understand business impact
Utilize Dashboard Metrics & Reporting – “toot” the HR horn with other functional groups & leadership team
Ensure metrics used are correlated to the bottom line
Improving HR’s Image
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Compliance Expert = Better Business Partner
Continue increasing your knowledge of compliance – regular trainings and updates
Share your knowledge with others to demonstrate your commitment to helping minimizing organizational risk
Provide “compliance updates” to your colleagues in other functional areas
Share new information, such as key legislative changes or court cases that establish a judicial precedent
Become a Compliance Expert
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Improving Leadership’s “HR-IQ” to Improve Perception
Improving Leadership’s “HR-IQ”
Stop promoting managers because they are “technically” competent
Create a curriculum of leadership development courses to ensure clarity in role of a manager
Leadership curriculum must focus on behavioral competencies AND legal compliance issues
Emphasize should be placed on need to Drive Results through effective people management AND Manage Risk while managing people
Leaders have to “get” why current policies and procedures are in place
Policies are not just “because HR says so…” policies mirror labor and employment laws
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Leadership Development Courses to Improve Leadership Behavior
Essential Skills of LeadershipEssential Skills of CommunicatingCoaching Job SkillsCommunicating UpDelegatingDeveloping Performance Goals StandardsEffective Discipline
Improving Work HabitsManaging ComplaintsProviding Performance FeedbackImproving Work HabitsManaging ComplaintsProviding Performance FeedbackResolving ConflictsSupporting Change
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“Managing Others 101”
Leadership Development Essentials
“Performance Management 101” Introduction to performance appraisal process Explanation of core competencies and how
performance will be measured in current role Understanding of core competencies and how to
measure/evaluate direct reports
How to write a review--“sugar coating” is unacceptable Where, when & how to deliver 1:1 coaching sessions Where, when, & how to deliver a review Where, when, & how to facilitate progressive discipline Conflict Dynamics and Behavioral Styles
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The Career Shift to Leadership
Former Role
Individual ContributorMeasured & Evaluated on:
Job Knowledge Technical Proficiency Productivity Dependability Guest/Customer Service
Skills
New RolePeople Leader
Measured & Evaluated on: Conflict resolution Planning Influencing & negotiation Decision-making Facilitation Communication Managing organizational
change Coaching & team development Achievement of company goals Ability to motivate
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Leadership Development Essentials
“Talent Acquisition 101” Effective recruiting strategies Interviewing do’s & don’ts How to evaluate & select job applicants How to facilitate an effective orientation day
and on-boarding process for a new-hire How to avoid legal landmines in the hiring
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Leadership Development Essentials “Employment Law & Policies 101”
Anti-harassment, discrimination, hostile work environment – discussion of protected classes
Retaliation FMLA, NDAA, USERRA – proper leave procedures
and documentation FLSA and proper timekeeping procedures and
documentation NLRA – do’s and don’ts of labor relations OSHA and proper injury reporting and return-to-work
strategies48
Leadership Development Essentials “Employment Law & Policies 101”
Common Law Negligent hiring, retention, supervision Retaliation Privacy/Search – Seizure Wrongful termination
Understanding of how internal investigations are handled by HR/Security, etc. and expected cooperation
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Summary Look first at your department and yourself—
make personal and professional changes Improve your business education—not just in
HR—and improve leadership competencies SMART goals tied to the big picture Document actions & results Toot your own horn Present a solid business case for implementing
leadership development training to improve leaders’ “HR-IQ”
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Contact Info:
Natalie Ivey, MBA, SPHR
CEO & Performance Consultant
www.rpchr.com
Office: (561) 208-6480
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Valuable Resource for HR Following is the link to my new
book featured by SHRM in the August edition of HR Magazine: http://www.shrm.org/Publications/hrmagazine/books/Pages/default.aspx
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Available on Amazon.com & the
SHRM Book Store