“ To improve the health of the people in our region.”

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HR Leadership and Breaking the Mold: Where is Your ROI While You Recruit, Retain and Reward Employees? Mark Lopshire, MA, M.Ed. Director, MSTI @ SLMVMC 208.814.1685. To improve the health of the people in our region.. Purpose. We will: Challenge yourself Challenge the norm - PowerPoint PPT Presentation

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<p>RETREAT AGENDA</p> <p>HR Leadership and Breaking the Mold: Where is Your ROI While You Recruit, Retain and Reward Employees? </p> <p>Mark Lopshire, MA, M.Ed.Director, MSTI @ SLMVMC208.814.1685</p> <p>To improve the health of the people in our region.</p> <p>Purpose1We will:Challenge yourselfChallenge the normDestroy the old paradigm and perceptions of HRSeek HR velocityHR leadership!Review Solutions</p> <p>Agenda</p> <p>2Customer Perception: HR is just overhead!What is your ROI? RecruitingReward RetainHR Leadership - Changing the paradigm Challenges Summary</p> <p>Customer PerspectiveHR is just overhead3HR always adds more processesHR adds more paperworkHR takes to much time to find candidatesHR gets us crummy employeesHR tells me that I cannot fire a poor performerHR increases the cost of our health benefitsHR reduced our vacation timeHR is just worried about regulatory requirements HR sits at their desk and makes stuff upHR does not understand what I do</p> <p>Customer PerceptionNot limited to the private sector4.What did we get? Slow service; sometimes NO service if someone goes on leave, because the work sits there, no matter what. Customer service took a big hit. I do not blame them; you cannot get blood out of a turnip.The HR managers in my agencywould recognize that my organization is on the road to mission failure.The ineptitude of federal HR functions is well-documented, well-known and widely accepted. Throwing more money, more training and more FTEs at HR will not resolve these performance deficiencies.Not surprising. HR gets cut before anyone else. ..We're the step children of the step childrenCustomer Perception5Is it a wonder that the perception is HR is just overhead?We need to change the view!Exercise: What have you done for your customer today?</p> <p>HR cannot be overhead!6ROI is the return on the investment. How much did you invest and how much did you make? It applies to HR!Examples:Old school: Hire 10 new employees on manufacturing line Newspaper ad $500, total annual salaries + costs $260k per year First six months 50% quit or are firedSearch, rehire, train, loss of manufacturing time cut by 10%-30% weeklyHR cost the company over $150k in this year wrong hires, lines down, time to hire/rehire, affect on team what is the ROI?Change the paradigm: Hire new CIO Search firm 30%, Salary $100k, $10K bonus plus benefits/costs $30k (Year 1 cost $170k)In first year cut IT expenditures $50k, implemented new inventory tool and reduced inventory by $100k Was this a good ROI?</p> <p>What is your ROI?7Good is the enemy of greatJim Collins From Good to GreatExerciseDescribe your three greatest HR accomplishments that have contributed to in some manner to the success of your company?Put a dollar value to that accomplishment in terms of time saved, dollars saved, improved recruiting, retention, etc.Write your 30 second elevator pitch why I should hire you?Save and adjust throughout the next 30 minutesRecruiting Hiring the best8Find the right hireNewspaper? Internet? Local? National? Associations?Integrate leaders into the process early on and update weeklyGreat opportunity for transparency and holding ourselves accountableUse a score sheet/matrix Reduce errorSave interview documentation Avoid legal issues Recruiting Velocity! Anticipate, proactive eliminate the reactive</p> <p>Recruiting Hire the best!9Aptitude 25% What have they done?Do we lie on our resumes!Attitude 50% Can they identify their ROI? Can they learn? What are their strengths? Potential 25% What can they be doing in 36 months? Can they contribute to the team ROI? How can they improve processes?RecruitingHiring pipeline10Velocity!Keep certain jobs always postedAccept unsolicited resumes send them to managers as hip pocket solutions no callswhy not!Determine FTE solution: 80 FT/20 PT/10 Temp or PRN80/10/1070/20/10</p> <p>"Far and away the best prize that life offers is the chance to work hard at work worth doingTheodore Roosevelt</p> <p>RecruitingBehavioral Interviews11Describe Describe DescribeIdentify employee outcomes and success prior to postingIntegrate in job description Posting clearly state Please ensure that your resume reflects the skill sets, behaviors and how your positive attitude will help our company!Make list of behavioral interview questions - makes candidate selection more defensible - allows for comparisons Review applications with the behavioral traits and characteristics in mind.Phone screen candidates with managers then schedule the most qualified candidates for a behavioral interview.Ask your list of behavioral and traditional questions of each candidate during the behavioral interview Team interviews not only identify great fit they also train future leadersReferences lie ask behavioral questionsConsider summary matrix use a grade!Select your candidate</p> <p>Recruiting Keep the Pipeline Filled12Be ready to hire nowFocus on HR velocity!Proactively work with and anticipate turn over with leadersInternet and web posting for hard to hire and high turn over positionsStrategic planning through 2014 36-month forecast Growth, new products, retirements, turn over and internal promotion this is a best guess tool!Partner with customers to develop!</p> <p> RetentionWhy do great employees leave?13High performers ask for training, responsibility and opportunities! . Quint Studer, Results That LastRetentionWhy do great employees leave?14Because they can!They know their ROI and we have not taken care of them!The job or workplace was not as expected.speak the truth.Mismatch between job and the person...competency and personality. Too little feedback or coachingwe all need daily feedback with the detailsNo growth, training and promotion opportunities.title, training, challengesit is not the pay! Feeling devalued and unrecognized.recognize and seek high performance employee input.Stress from overwork and work-life imbalancefamily or job? Loss of trust and confidence in senior leadersclear vision, ethical, role model. </p> <p>Rewards15Great managers break every rule perceived as conventional wisdom, when dealing with the selection, motivation, and development of staff Marcus Buckingham and Curt Coffman, First, Break All The Rules: What the Worlds Greatest Managers Do Differently</p> <p>"Money was never a big motivation for me, except as a way to keep score. The real excitement is playing the gameDonald TrumpRewards16Speak the truthSpend 90% praising the best! Manage up!Title, training, challengesit is not the pay! Seek high performance employee inputcommittees and projects be careful of burn-outInvolve in setting the visionUse as role model</p> <p>HR Leadership17"Leadership is not magnetic personalityIt is notMaking friends and influencing people ..Leadership islifting a person's vision to high sights, the raising of aperson's performance to a higher standardPeter F. Drucker</p> <p>HR LeadershipVoted by HR Managers18Human Resource Managers plan, direct, and coordinate human resource management activities of an organization to maximize the strategic use of human resources and maintain functions such as employee compensation, recruitment, personnel policies, and regulatory compliance.Tasks* Serve as a link between management and employees by handling questions, interpreting and administering contracts and helping resolve work-related problems.* Analyze and modify compensation and benefits policies to establish competitive programs and ensure compliance with legal requirements.* Advise managers on organizational policy matters such as equal employment opportunity and sexual harassment, and recommend needed changes.* Perform difficult staffing duties, including dealing with understaffing, refereeing disputes, firing employees, and administering disciplinary procedures.* Plan, organize, direct, control or coordinate the personnel, training, or labor relations activities of an organization.* Represent organization at personnel-related hearings and investigations.* Administer compensation, benefits and performance management systems, and safety and recreation programs.</p> <p>This is a bureaucratic answer to a real world problem!!HR LeadershipFrom a customer perspective!19Human Resource Managers communicate and support leaders at all levels with education,training, and finding qualified employees while ensuring that recruiting, retention andrewards are focused on at all levels</p> <p>TASKSGet out of your desk and meet leaders in their area to help solve work-related problems.Identify staff vacancies in advance and recruit, interview and select applicants.Communicate and improve compensation and benefits communicate the valueTalk with and train leaders about equal employment opportunity and sexual harassment, and recommend changesCommunicate weekly with leaders how HR is working on understaffing, refereeing disputes, firing employees, and administering disciplinary proceduresHire the bestCommunicate with leaders about their top three most pressing issues and look for processes that will improve their supportDevelop business and customer partnerships</p> <p>HR LeadershipWhat about all of those legal issues?20Hire the best, train them and you will reduce employment and employee issuesThen train the employees and leadersThen proactively round with leadersAnd you will reduce employment and employee issuesChallenge the norm!Destroy complacency in the workforce!HR LeadershipMetrics21Traditionally HR Managers do not like metricsTime from need identification to submissionDid not say time from termination to submissionTime to approvalTime to hireCase studies2001 TTH for Oracle Developers less than 3 days2011 TTH qualified medical physicists two weeksWhat is your TTH? What candidate have you lost this year?Can you keep your pipeline filled proactively?Do you have recruiting velocity?HR LeadershipMetrics22Monthly turnover by position and skill level Annual turn over does not identify issues and trends in a timely mannerOvertime and premium pay managementReduce $100k in monthly OT by 10%Employee complaints - Internal grievancesRun graph by typeEmployment issues - ExternalRun graph by typeTransparency. Brief monthly.What are your metrics?</p> <p>HR LeadershipLEAN Processes Immediate ROI23The relentless pursuit to eliminate wasted time!Eliminate non-value add activities or processes to customersOver-production: Submit in three copies with four signaturesWaiting: HR form not on hand and must wait for tri-fold keep on the intranetTransportation: Hand carry forms email the formsInventory: Keep six months of forms on handMotion: Walking forms instead of email Over processing: To many meetings to make simple decisionsCorrection: Resubmit paperworkPeople: Under utilization of human resourcesbe strength based organizationLean is not just manufacturing!Reduce time to hireEliminate paper - Web based processesReduce time to legally terminate poor performersLeader trainingReduce leader paperworkForms onlineReduce time and overhead for background checks outsource</p> <p>HR LeadershipPartnerships24Teach leadership</p> <p>"Good leaders make people feel that they're at the very heart of things, not at theperiphery. Everyone feels that he or she makes a difference to the success of theorganizationWarren G. Bennis</p> <p>Work closely with leadersPresent HR metricsShow them HR ROI!</p> <p>"The key to successful leadership today is influence, not authority.Ken BlanchardHR LeadershipCommunicate, Communicate, Communicate Rounding with a purpose!25Round with a purpose with leadersHave you seen every leader at least once a week in their team environment?Do you know every leader by their first name?Can you discuss the top three corporate challenges and top three issues for every department?But email is so much more efficient your customer may not have time for email!</p> <p>Challenges and Opportunities 2011 201426What is your corporate culture?Barriers?Is it to late to prove your ROI?How can you measure and share your metrics?Can you adapt?How can you go from good to great?</p> <p>..If people believe in themselves, it's amazing whatthey can accomplish." Sam Walton</p> <p>What is your ROI?27ExerciseShare your three greatest HR accomplishments that have contributed to in some manner to the success of your company?Share the dollar value to that accomplishment in terms of time saved, dollars saved, improved recruiting, retention, etc.Share your 30 second elevator pitch why I should hire you?</p> <p>Summary28It is never to late to change!You cannot be overhead!You can lead!Meet your customer where your customer is!</p> <p>Questions?Thanks you!Mark Lopshire, MA, M.Ed.Director, MSTI @ SLMVMC208.814.1685</p>

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