Integrated Perspectives in HR
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Transcript of Integrated Perspectives in HR
INTEGRATED PERSPECTIVES IN HR
WELCOME & INTRO
COURSE OVERVIEW
INSTRUCTOR INTRODUCTION
CLASS INTRODUCTIONS
•Your name •Your current occupation •The type of industry you currently work in •Why you signed up for this class •What you hope to learn
COURSE OUTCOMES
Insert image here
COURSE OUTCOMES
GAME OF HR PART 1
EXERCISE: LET THE GAMES BEGIN
THE HR PROFESSION
GENERALIST
SPECIALIST
TRENDS IN HR
TRENDS IN HR
59%
52%
36%
34%
33%
20%
15%
13%
11%
6%
51%
29%
44%
21%
41%
17%
33%
12%
24%
1%
Retaining and rewarding the best employees
Developing the next generation of corporate leaders
Creating a corporate culture that attracts the best employees to our organization
Remaining competitive in the talent marketplace
Finding employees with the increasingly specialized skills we need
Creating smooth and efficient HR processes that ensure a good employee experience
Finding the right employees in the right markets where we do business around the
world
Creating an employee-centric, service-oriented HR organization
Breaking down cultural barriers that make it difficult to create a truly global company
Other
2012 (n = 483)
2010 (n = 465)
TRENDS IN HR 40%
37%
26%
26%
24%
24%
17%
17%
15%
14%
13%
11%
11%
7%
58%
47%
23%
29%
40%
21%
11%
15%
13%
14%
11%
4%
Providing flexible work arrangements
Promoting a culture of trust, open communication and fairness
Providing employees with opportunities for career advancement*
Offering a higher total rewards package than competitors
Demonstrating a commitment to employee development
Providing meaningful work with clear purpose in meeting organization's objectives
Creating a stimulating and attractive organizational culture
Having latest tools/technology to maximize work efficiency and effectiveness
Encouraging employees to make decisions and to take risks
Providing employees with recognition based on job performance*
Developing human capital managers at all levels of the organization
Providing employees with better opportunities to use skills and abilities
Creating a highly inclusive culture that uses diverse perspectives
Being committed to corporate social responsibility and sustainability
2012 (n = 486)
2010 (n = 449)
TRENDS IN HR
IT’S THE ECONOMY
TRENDS IN HR
MILLENIALS ARE ON THE MARCH
TRENDS IN HR
RECRUITING AND NETWORKING ONLINE
TRENDS IN HR
MADE TO ORDER EMPLOYMENT RELATIONSHIPS
TRENDS IN HR
THE BIG BLUR
TRENDS IN HR
EMPLOYEE RIGHTS
TRENDS IN HR
THE RISE OF TECHNOLOGY
TRENDS IN HR
EMPLOYEE TRAINING AND DEVELOPMENT TRANSFORMED
TRENDS IN HR
Tension Increases Over Government Intervention in the Employer-Employee Relationship
TRENDS IN HR
RISING COST OF HEALTHCARE
TRENDS IN HR
GLOBALIZATION, OUTSOURCING, OFFSHORING
EXERCISE – WHY OUTSOURCE?
PAY IN HR
PAY IN HR
HR BENCHMARKS
EXERCISE – STAFF RATIOS
HR PEOPLE ARE CERTIFIABLE!
EXERCISE – HR CERTIFICATIONS
HR PEOPLE ARE CERTIFIABLE - EXERCISE
CBP
CCP
CEBS
CMS
CPT
GBA
GRP
WLCP
HPI PHR
GPHR
PHR-CA
SPHR-CA
RPA
SPHR
CPLP
Generalist, Compensation, Benefits, Training, Recruiting
STAYING CONNECTED IN HR
EXERCISE - NAME THAT ASSOCIATION!
PHR AND SPHR
Subject Area PHR SPHR
Strategic Management 12% 29%
Workforce Planning and Employment 26% 17%
Human Resource Development 17% 17%
Total Rewards – Compensation & Benefits 16% 12%
Employee and Labor Relations 22% 18%
Risk Management - Occupational Health, Safety and Security
7% 7%
CEBS/WAW/ATD
HR PROFESSIONAL ASSOCIATIONS
ROLE OF HR
ROLE OF HR
ROLE OF HR
ROLE OF HR
ROLE OF HR
ROLE OF MANAGER VS. HR
“The HR needs of the organization are not solely your responsibility any more than winning a football game is the sole responsibility of the quarterback. Each member of
the management staff must play their part.”
-- Jim Witschger (Know Who Thy Customer Is, Workforce Management article).
EXERCISE - PRIORITIES
HR COMPETENCY STUDY
The Impact of Characteristics of an HR Department and Business Success
Mean (1 to 5)
Weighting on Business (100 points)
Ensures that HR initiatives enable the business to achieve strategic priorities
3.62 9.7%
Develops an HR strategy that clearly links HR practices to business strategy
3.61 9.2%
Connects HR activities to external stakeholder expectations (e.g., customers, investors)
3.25 8.9%
Tracks and measures the impact of HR 3.22 8.8%
Ensures that HR is a cultural role model for the rest of the organization
3.42 8.4%
Effectively manages external vendors of outsourced HR activities 3.49 8.3%
Ensures that the different groups within HR work effectively with each other to provide integrated HR solutions
3.50 8.2%
Holds line managers accountable for HR 3.38 8.2%
Matches the structure of the HR department with how the business is organized
3.64 7.8%
Interacts effectively with the Board of Directors 3.67 7.7%
Has clear roles and responsibilities for each of the groups within HR (e.g., service centers, centers of expertise, embedded HR)
3.65 7.6%
Invests in training and development of HR professionals 3.46 7.3%
Multiple Regression R2 = .317
HR COMPETENCY STUDY
HR COMPETENCY MODELS
EXERCISE – HR TODAY
HR LEADERSHIP PRACTICES
HR LEADERSHIP PRACTICES
ROLES OF HR
FUTURE OF HR
FUTURE OF HR
FUTURE OF HR
EXERCISE BLACK HOLES AND WHITE SPACES
EXERCISE - DISCUSSION
HOMEWORK
HUMAN FILTERS AND FACTORS
Human Need Objectives: Employee Need:
Personal Growth and
Development (return)
Recognition and Contribution
(role)
Team and Acceptance
(clan)
Security and Safety
(shelter)
Life (air, water, food)
Mentoring, Outreach, Etc.
(social work, foundations, mentor role,)
Recog/Rewards (lead role, career path, ee of month, awards, window office, parking
space)
Training or Role Related
Programs (Mgmt trng, team bonus, project role, ee clubs, project team assignment,
communication programs)
Safety and Tenure
(benefits, comp, job security, location, low turnover,
ergonomics, IIPP)
Subsistence Programs
(minimum wage, safe office, non-violent environment, non-harassment, H&S)
Self-Actualization
Ego-Status
Belonging
Safety and Security
Basic (physiological)
POWER OF THE PARADIGM
Exercise - discussion
EXERCISE - PARADIGMS
MYERS BRIGGS
PERSONALITY TESTS
OBJECTIVE FOR MBTI
Fun!
Maybe a little self-awareness
Build a common vocabulary to communicate and
work better with others
What do you see?
Do you see the human face?
--Billie Jean King
“I think self-awareness is
probably the most important
thing towards being a
champion."
A BRIEF HISTORY
THE DICHOTOMIES
Extroversion (E) Introversion (I)
Sensing (S) iNtuition (N)
Feeling (F) Thinking (T)
Judging (J) Perceiving (P)
100 0 100
WHERE DO WE GET OUR
ENERGY?
EXTROVERSION
INTROVERSION
HOW DO WE TAKE IN
INFORMATION?
SENSING
INTUITION
WHAT DO YOU SEE?
WRITE DOWN WHAT YOU
SAW
WHAT DO YOU SEE?
WRITE DOWN WHAT YOU
SAW
HOW DO WE MAKE
DECISIONS?
THINKING
FEELING
HOW DO WE ORGANIZE
OUR WORLD?
JUDGING
PERCEIVING
THE CLASS
A LITTLE SILLINESS
Nobody can be fully explained by 4 letters
MBTI – and other tests -- can help establish a common vocabulary
Being aware of team members style preferences can lead to improved collaboration and idea generation
CAREERS BY MB TYPE
EXERCISE - DISCUSSION
ON THE PRIME DIRECTIVE
THE GAME OF HR PART 2
HR AND BUSINESS
BUSINESS ENVIRONMENT
A successful economic
development strategy must
focus on improving the skills
of the area's workforce,
reducing the cost of doing
business and making
available the resources
business needs to compete
and thrive in today's global
economy.
Rod Blagojevich
DO LEADERS CARE ABOUT HR?
DO LEADERS CARE ABOUT HR?
DO LEADERS CARE ABOUT HR?
DO LEADERS CARE ABOUT HR?
EXERCISE – LEGAL POP
QUIZ
EXERCISE – ENGAGEMENT
HCI
-40% -30% -20% -10% 0% 10% 20% 30% 40% 50%
Cummulative Value Creation Human Capital Proactices
Total Rewards & Accountability and Value Creation
Collegial, Flexible Workplace and Value Creation
Recruiting & Retention Excellence and Value Creation
Communications Integrity and Value Creation
Focused HR Service Technologies and Value Creation
Prudent Use of Resources
47%
16.50%
9.0%
7.90%
7.10%
6.50%
-33.90%
Shareholder Value
Hu
man
Cap
ital P
racti
ces
Key Links Between Human Capital and Shareholder Value
HCI Specific Examples of Human Resources Priorities Include: Rank
Total Rewards & Accountability
Benefit plans important for recruiting
% of company stock owned by employees and managers
Pay linked to company business strategy
Promotion of most competent people
Merit based pay with most going to top performers
Benefits and pay positions relative to market Company terminates poor performers
+16.5%
Collegial, Flexible Workplace
Flexibility in work arrangements
High employee satisfaction
Trust in senior leadership
Managers demonstrate company core values
Culture encourages teamwork and cooperation
(-) Titles designate status and authority
(-) Perquisites vary with position
(-) Office space varies by position
+9.0%
Recruiting & Retention Excellence
(-) % of turnover Emphasis on job security
Formal recruiting strategy based on critical skills
Recruiting aligned with business plan
Employee input in hiring decisions
Established reputation as desirable work place
Systematic new hire orientation
Employees are well equipped to perform duties
+7.9%
Communications Integrity
Employees have easy access to technologies for communication
Employees give ideas and suggestions to senior management Company shares business plans and goals with employees
Workforce participates in employee opinion surveys (w/action) Company shares financial information with employees
+7.1%
Focused HR Service
Cost reduction is key goal of HR service technology
Key goal is improved service to employees and managers
Accuracy and integrity is a key goal of service technology
+6.5%
Prudent Use of Resources While not inherently detrimental, these programs are vulnerable to poor implementation. You must excellently implement these programs with great care and quality or not at all. Enhancing communication is a key goal of HR service technology
Culture change is key goal of service technology
Employees evaluate peers and superiors/360 degree feedback
Employees have access to training for career development Training is maintained in difficult economic conditions
-33.9%
BUSINESS CHALLENGES
MOTIVATION
MOTIVATION
MOTIVATION
MOTIVATION
MOTIVATION
MOTIVATION
MOTIVATION
MOTIVATION
MOTIVATION
MOTIVATION
MOTIVATION
EXERCISE – COSTS OF TURNOVER
TURNOVER
TURNOVER
TURNOVER
RETENTION “”First of all, let’s be clear about one
fundamental issue: we’re assuming that a
competitive salary is in place first and that
employees’ material needs are taken care of.
Landlords and mortgage bankers don’t care if
your employees are happy – baby can’t buy
new shoes on daddy’s sense of engagement
and personal fulfillment, and apples are the
same price whether or not mom loves her
work. But we also know that if we make it
only about money, we attract employees who
are only in it for the money. Good
relationships cannot be built on greed. Not
very many people put their heart into work
they’ve been enticed into doing for financial
motives only. And not many employers
especially respect and trust people they know
are motivated only by their paycheck.” (Libby
Sartain and Martha I. Finney, “Rethinking Rewards”)
GENERATION GAP CONTINUED
EXERCISE – DISCUSSION
ON GENERATION GAP
EXERCISE - SATISFACTION
NUMBERS GAME
EXERCISE – FINANCIAL POP QUIZ
BOTTOM LINE
US Population
Size of the US Workforce
Median Workforce Age
Gender (% of each in the workforce) Racial Demographics (% of each in
the workforce) Average Hourly Earnings Average Hours Worked
Average Productivity Rate Per Person
Annual Benefits Cost Increase
Consumer Price Index Annual Merit Budget Rate of Inflation
Salary increase rate
Turnover rate
Unemployment Rate
Unionization Levels
BOTTOM LINE
BOTTOM LINE
BOTTOM LINE
BOTTOM LINE
BOTTOM LINE
EXERCISE – BOARD MEETING
CURRENT EVENTS
EXERCISE – IN THE NEWS
SOCIAL MEDIA
EXERCISE - SOCIAL
HEALTHCARE
HEALTHCARE
“Nobody in
this country
respects
what's
weak. You
believe me!”
FUTURE TRENDS
FUTURE TRENDS
EXERCISE – TRENDS AND CHANGES
TECHNOLOGY AND HR
GET A JOB
Get the job you want!
overview
Maximize your job search success by learning how to:
• write an effective resume,
• develop and use persuasive cover letters,
• leverage social media,
• proactively put your best foot forward,
• maximize your network,
• apply successful interview strategies,
• and more.
agenda Section 1: Getting Started • Resume Design
• Use and Key Components of Cover Letters
• Application Processes
• Refining Your Elevator Pitch*
• Understanding Your Core Competencies*
Section 2: Finding the Job • High Impact References*
• The Power of Networking
• Informational Interviews
• Company Research
• Sources of Jobs
• Behavior Based Interviews *
• Candidate Protocol
• Social Media
Section 3: All About You • Critique Your Resume and Cover
Letters* • Mock Phone Screens* • Review Company Research* • What Not to Wear* • Testing
Section 4: Close the Deal • Mock Interviewing* • Following Up* • Negotiation*
1/getting started
Resume Design
Use and Key Components of Cover Letters
Application Processes
Refining Your Elevator Pitch*
Understanding Your Core Competencies*
1/resume design design basics
What is a résumé?
• a brief document that summarizes your relevant education, employment history, and experiences for a particular job for which you are applying.
• the purpose of a résumé & cover letter is to get an interview.
• on average it takes 10 interviews to get 1 job offer.
• your résumé needs to be persuasive and perfect – it must be user centered and persuasive.
1/resume design design basics
What should it look like?
• summary of experience
• concise
• 1-3 pages
• bullets
• general expectations:
– name at the top
– headers
– error Free
1/resume design design basics
What should it include?
Objective
Education
Work Experience
Contact Information
Optional Sections: Computer skills, Honors and awards, Languages, Certifications, Volunteer experience, Hobbies , and interests, Foreign travel, Professional memberships, Community service, etc.
1/resume design design basics
Job Data
Provide relevant detail w/results
Measurables
Quantify metrics
Job & Education Dates
Clear and without gaps.
Degree Credentials
Be accurate—and honest
Why is the design of my resume so important?
20 second rule
Quadrant test
1/resume design design basics
Should you design a creative resume?
…probably not, unless you are looking for a job in a highly creative industry.
1/resume design design basics
Serif vs sans-serif fonts
1/resume design design basics
Call me, Maybe!
How to present your contact information?
1/resume design design basics
How long is too long?
Do you need one page? Three?
Rule of thumb:
1 pagers - New college graduates and other entry-level job seekers
3 pagers – Only if you are a senior-level manager/executive
1/resume design design basics
• Make sure a computer can read it.
• Use relevant key words.
• Simple format.
1/resume design design basics
1/resume design
Symmetry is overrated.
Flowers belong in a garden.
…really?
1/resume design bad designs
Tnx? Hunting, laser tag, and eyebrow tweezing? Really?
1/resume design bad designs
Truth Hurts - Reasons for leaving the last job: Terminated after saying, "It would be a blessing to be fired." Responsibility makes me nervous. Being in trouble with the law, I moved quite frequently. In my last position, got nowhere as part of a 60-person herd. I did not give the company my full effort and received no chance of advancement in return. Please don't misconstrue my 14 jobs as job-hopping. I never quit a job. My last employer insisted that all employees get to work by 8:45 every morning. I couldn't work under those conditions. Was met with a string of broken promises and lies, as well as cockroaches. I was working for my mom until she decided to move. The company made me a scapegoat, just like my three previous employers. Maturity leave.
g1/resume design ood designs
Clean, organized, simple, brief.
1/resume design good designs
A little unimaginative, but gets it done. No one will hate it.
1/resume design good designs
Nice use of color, a little more creative but not over the top. Gets your attention.
1/resume design customization
Employer expectations
• How many years of experience do you have?
• What level are you applying for?
• What kind of job are you applying for?
1/resume design padding
1/resume design keywords
1/resume design gaps in employment
To cover letter, or not to cover letter?
Discussion and review of great – and not so great – cover letters. Learn what works and what doesn’t.
1/cover letters
1/cover letters uses and key components
“Cover letters have been replaced by email messages that must convey in two to three sentences the reason for your inquiry, your specific desired position within my firm, a phrase about your experience level, a link to your work samples and a sense of your personality.
— Heather Olson, Larsen
1/cover letters all about cover letters
The Old Way
Copy, paste. Personality free!
The New Way
No Sirs or Madams
Make it personal
NO BCC’s
Be Real
20 Second Rule
Give Your Best Examples
Follow Instructions
Contact Info faux pas! Avoid: [email protected].
1/cover letters all about cover letters
1/cover letters all about cover letters
Words Score You Points Spelling and Grammar Mistakes will Bury You
1/cover letters all about cover letters
Know the Company
Be Professional
Use Humor Carefully
Generic form letters are depressing to get and depressing to throw away. Yet amazingly, so many job seekers just blindly fire them off.”
— Rob Robinson, Mess Marketing
1/application processes
1/application processes
What should you put on an application? What can employer ask, and not ask? Should you type or handwrite? How to handle application ‘problems’ (e.g. being fired, convictions, etc.)
This section offers some practical guidance on this age-old employment requirement.
1/application processes
General Tips:
• Complete all requested information
• Write clearly and neatly
• Check for spelling and grammatical errors
• List your most recent job first
• List your most recent education first
• References don't have to be professional contacts
• Don't forget to sign your application
1/application processes how far back?
• 10-Year Standard
• Don’t come across as too old!
• Don’t come across as too young!
1/application processes the slanted resume
Think about what jobs to put on the resume and and how to present them
1/application processes the slanted resume
Should I Lie?
1/elevator pitch
1/elevator pitch
Make it all about you! Can you state, in 90 seconds, what is important to know about you?
Can you do it without using ‘um’, ‘ah’, ‘like’, ‘ya know’.? Everyone one needs to finesse their elevator pitch.
Examples and in class exercise to follow
1/elevator pitch bad elevator pitch
Bad elevator pitch http://www.youtube.com/watch?v=NEkJ3DS3HFw All three in one:
http://www.youtube.com/watch?v=7CkzKMdEeQ4 Lily bad: http://www.youtube.com/watch?v=sfCVQEVahhA Lily good: http://www.youtube.com/watch?v=8FPvAET2tc8
Exercise! It’s your turn…
1/elevator pitch exercise
2/high impact references
References
• Who should you use for a reference?
• How should you leverage them?
• How should you prep your references?
This section includes advice, discussion, and exercises on leveraging references to help students get the perfect job.
2/high impact references
• How to ask for a reference
• Who to ask for a reference
• Company reference policies
• Make a reference list
• Written versus verbal versus social
2/networking
2/networking
Networking
• Don’t be shy!
• It’s who you know that gets you a job.
• Now let’s discover practical solutions to building your arsenal of “who’s” to help your job search.
2/networking
Why is networking important?
Practice!
Look at us! We’re networking!
2/networking
Some Rules
1. Be Visible
2. Build Solid Relationships
3. Diversify
4. Maintain
5. Give back
Actually, you can network in a way that’s not cheesy. But no one ever taught this guy.
2/informational interviews
Informational Interviews
• Related to networking, this is a great way to meet people and get your foot in the door.
• You get advice and instruction on how to get people to talk to you, what to ask, and how to prepare.
2/informational interviews
Informational Interviews
• Requesting the interview
• By phone
• By letter
2/informational interviews
Informational Interviews
• Before , during and after the interview
• Career field questions
• Organizational questions
Ok not exactly a job interview but it was still an interview!
2/company research
Company Research
• Start with the website!!
• Check out other sites; message boards
• Competitor websites
• Industry sites
2/company research
What to do with all of that research?
2/behavior based interviews
Behavior Based Interviews Preparation:
– Prepare for traditional questions
– Prepare stories
– Read the job description
During the interview, include: – A specific situation
– The tasks that needed to be done
– The action you took
– The results
2/candidate protocol
How to Act How to Shine How to Dress How to Follow Up
2/candidate protocol
How to Act – The Interview • Arrive early • Dress professionally • Bring extra copies of your resume • Bring show and tell • Don’t smoke, chew gum or eat • Don’t interrupt • Talk positively • Body language is important. • Be enthusiastic • Don’t be smelly • Say thank you! •
2/candidate protocol
Shine! • Be likable.
• Never start the interview by saying you want the job.
• Ask questions about what really matters to you.
• Set a hook.
• Know what you can offer immediately.
• Don't create negative sound bites.
• Ask for the job based on facts.
• Reinforce a connection with your follow-up.
2/candidate protocol
How to Dress
• Where are you interviewing?
• Accessories
• Hose?
• What not to wear!
2/candidate protocol Don’t Act Old 1. Don’t play the wisdom card
2. Drop the corporate formality
3. Stay away
from the slang
4. Don’t be an ageist
5. Drop the name-dropping
6. Stifle the unsolicited advice
7. Don’t get too personal
8. Nix the negativity
9. Delete the jokes about how flummoxed you are by technology
10. Don’t smirk at the vision thing
11. Don’t fear the niceties
2/candidate protocol
What if you’re really young, or look young?
2/candidate protocol
Follow up!
2/social media
Social Media
• Social media is more than networking. Advice on cleaning up your social media closet as well as leveraging key sites for finding jobs and communicating with potential employers.
2/social media
Clean up your Social Media closet!
3/what not to wear
What Not to Wear
• Even executives make mistakes in this area; this section continues the do’s and don’ts of interview wear, also covering general presentation skills, body language, makeup and hair.
3/what not to wear
Body Language
3/phone screen
• Be Yourself
• Keep Resume Handy
• Have Stories Ready
• Check for Understanding
• Smile
• Prep for an Interview
• Follow up
4/following up
Best Practices
Email? Card? Call? Flowers? Kiss-o-Gram?
4/negotiation
Negotiation
• Be careful what you ask for, you might get it! Negotiate like a pro.
4/negotiation
1. Understand Benchmarking
2. Wait for It…
3. Negotiate Performance Pay
4. Don’t Just Talk Cash
5. Walk through It in Training
4/negotiation
Ten Commandments
…Of Salary Negotiation
1. Thou Shalt Not Speak Too Soon
2. Thou Shalt Not Regret Salary Disclosure
3. Let the Employer Make the First Salary Offer
4. Thou Shalt Not Agree
5. Know How Much Money You’re Worth
4/negotiation
Ten Commandments
…Of Salary Negotiation
6. Thou Shalt Covet Thine Own Benefits and Perks
7. This Is the Job Thou Coveteth
8. Thou Shalt Not Worry about Earthly Economy
9. Thou Shalt Not Take the Name of Thy Salary in Vain
10. Honor Thy Wealth and Prosperity
JUST FOR FUN
APPENDIX
JUNG
E = Extroversion I = Introversion
S = Sensation N = Intuition
T = Thinking F = Feeling
J = Judgment P = Perception
JUNG
EXERCISE - DISCUSSION