Human resources management in the public sector

Human resources management in the public sectorCertified Public manager program I Zenzil m. hodge, sphr1About the instructorZenzil M. Hodge, SPHR is a human resources consultant with a practice focused on solutions in the areas of strategic human resources management, program development, performance management, and organizational development. She has over 18 years of experience in various human resources and labor relations roles, including her current role as the Director of Human Resources for the Virgin Islands Department of Education and HR leadership roles locally with Innovative Companies and Yacht Haven Grande and nationally with Qwest Communications, Motorola, and Andersen Consulting. Zenzil has served on the Boards of the National Forum for Black Public Administrators and the Project Management Institute HR Specific Interest Group and is a co-founder of the USVI Alliance, host of the USVI Alliance Economic Development Summit. She holds a B.S. in Political Science from Florida A&M University and an M.P.A. in Human Resources Management from Clark Atlanta University.

2Lets break the ice

Worst Job Ever!

Think about your collective work or volunteer experiences and identify the one experience you would label as your Worst Job Ever!Use the index card provided to write down that experience.Place your card in the container provided.Do not write any identifying names of individuals or organizations.5 minutes3Getting startedSetting the stage for the day4Noted and quotedA public manager is a manager of people, projects, and funds.

--- Byron Marshall, Former COO City of Atlanta

5Day @ a glanceIntroductions, Course Overview, Day @ a GlanceAll About Human Resources ManagementMaking the Human Resources Management (HRM) CaseLUNCHLeadership for the 21st CenturyThe Practice of HR in the 21st CenturyCase Applications: Your Virtual HR ExperienceNext Steps6About the courseThe Human Resources Management (HRM) in the Public Sector course is designed to provide an understanding of the functional areas of the human resources (HR) discipline, the practice of each discipline in public sector agencies, the role of public administrators as people managers and to explore the nuances of effective HRM during times of economic difficulty.

This course is structured to be aligned to the Competencies of the National CPM Consortium and is focused on the Managing Work core competency. To that end, participants will receive instruction on techniques for recognizing and using good practices in managing people, including recruiting, training, development and evaluation of staff; feedback; and discipline.7Desired learning outcomesUnderstand the functional elements of the HR body of knowledge and their role in organizations.

Identify and describe the major components of a quality human resources management program.

Identify and describe critical leadership skills needed by people managers in the 21st century workplace.

Identify and describe initiatives to select and retain high performing employees during difficult financial times.We cant cover everything so the most important pieces for you as people managers are hot to attract, engage, and retain top talent.

Critical management skills of people managers think lominger8All about human resources managementHr101: human resources management for the non-hr professional9Section OverviewAll About Human Resources ManagementThe purpose of this section is to provide each participant with a baseline understanding of human resources managements function with our current agencies and how we, as leaders, are responsible for the ultimate management of people within an organization.

Key AreasRole of human resources management in organizations.HR Body of Knowledge. Difference between Human Resources Management and Personnel Management.Major HR organizations and professional credentials.HR and the Law

10The role of HR: An interview with jack welch

Courtesy of the Jack Welch Management Institute11IndividuAL activityWHAT IS HUMAN RESOURCES?

HR in five words12Noted and quotedHuman Resources isnt a thing we do. Its the thing that runs our business.

--- Steve Wynn, Wynn Las Vegas

13What is human resources management?Human resource management (HRM, or simply HR) is a function in organizations designed to maximize employee performance in service of their employers strategic objectives. HR is primarily concerned with how people are managed within organizations, focusing on policies and systems. HR departments and units in organizations are typically responsible for a number of activities, including employee recruitment, training and development, performance appraisal, and rewarding (e.g., managing pay and benefit systems). HR is also concerned with industrial relations, that is, the balancing of organizational practices with regulations arising from collective bargaining and governmental laws.

--- courtesy of Wikipedia.com14The hr body of knowledgeThe Human Resources Certification Institute (HRCI) has defined an HR Body of Knowledge which outlines the responsibilities of and knowledge needed by todays HR professional. This body of knowledge identifies six (6) functional areas related to aspects of managing people in organizations.

Business Management and StrategyWorkforce Planning and EmploymentHuman Resource DevelopmentCompensation and BenefitsEmployee and Labor RelationsRisk Management15Business management and strategyDeveloping, contributing to, and supporting the organizations mission, vision, values, strategic goals and objectives; formulating policies; guiding and leading the change process; and evaluating organizational effectiveness as an organizational leader.

Participate as a contributing partner in the organizations strategic planning process (for example: provide and lead workforce planning discussion with management, develop and present long-term forecast of human capital needs at the organizational level).Facilitate the development and communication of the organizations core values, vision, mission, and ethical behaviors.Participate in enterprise risk management by ensuring that policies contribute to protecting the organization from potential risks.Develop and manage an HR budget that supports the organizations strategic goals, objectives, and values.16Workforce planning and employmentDeveloping, implementing, and evaluating sourcing, recruitment, hiring, orientation, succession planning, retention, and organizational exit programs necessary to ensure the workforces ability to achieve the organizations goals and objectives.

Ensure that workforce planning and employment activities are compliant with applicable federal laws and regulations.Develop and implement selection procedures (for example: applicant tracking, interviewing, reference and background checking).Develop and implement the organization exit/off-boarding process for both voluntary and involuntary terminations, including planning for reductions in force (RIF).Develop and implement a record retention process for handling documents and employee files (for example: pre-employment files, medical files and benefits files).17Human resource developmentDeveloping, implementing, and evaluating activities and programs that address employee training and development, performance appraisal, and talent and performance management to ensure that the knowledge, skills, abilities, and performance of the workforce meet current and future organizational and individual needs.

Develop/select and implement employee training programs (for example: leadership skills, harassment prevention, computer skills) to increase individual and organizational effectiveness.Develop, select, and evaluate performance appraisal processes (for example: instruments, ranking and rating scales) to increase individual and organizational effectiveness.Develop/select, implement, and evaluate programs (for example: telecommuting, diversity initiatives, repatriation) to meet the changing needs of employees and the organization.Provide coaching to managers and executives regarding effectively managing organizational talent.18Compensation and benefitsDeveloping/selecting, implementing/administering, and evaluating compensation and benefits programs for all employee groups in order to support the organizations goals, objectives, and values.

Ensure that compensation and benefits programs are compliant with applicable federal laws and regulations.Conduct compensation and benefits programs needs assessments (for example: benchmarking, employee surveys, trend analysis).Develop/select, implement/administer, update and evaluate benefit programs (for example: health and welfare, wellness, retirement, stock purchase).Communicate and train the workforce in the compensation and benefits programs, policies and processes (for example: self-service technologies).Example about teacher extra credits19Employee and labor relationsDeveloping, implementing/administering, and evaluating the workplace in order to maintain relationships and working conditions that balance employer/employee needs and rights in support of the organizations goals and objectives.

Ensure that employee and labor relations activities are compliant with applicable federal laws and regulations.Establish, update, and communicate workplace policies and procedures (for example: employee handbook, reference guides, or standard operating procedures) and monitor their application and enforcement to ensure consistency.Investigate and resolve employee complaints filed with federal agencies involving employment practices or working conditions, utilizing professional resources as necessary (for example: legal counsel, mediation/arbitration specialists, investigators).Direct and/or participate in collective bargaining activities, including contract negotiation, costing, and administration.Aft/eaaUnit clarifications20Risk managementDeveloping, implementing/administering, and evaluating programs, procedures, and policies in order to provide a safe, secure working environment and to protect the organization from potential liability.

Ensure that workplace health, safety, security, and privacy activities are compliant with applicable federal laws and regulations.Establish and administer a return-to work process after illness or injury to ensure a safe workplace (for example: modified duty assignment, reasonable accommodations, independent medical exam).Develop policies and procedures to direct the appropriate use of electronic media and hardware (for example: e-mail, social media, and appropriate website access).Develop and administer internal and external privacy policies (for example: identity theft, data protection, workplace monitoring).21HUMAN RESOURCES VERSUS PERSONNELHuman Resources Management (HRM)HRM is proactive in nature. It is not only concerned with the present organizational conditions but foresees future necessities then acts appropriately.HRM as a resource centered activity focuses more on the managerial aspects in terms of delegating the responsibility of HRM to line authority and management development.HRM emphasizes on open-minded contracts, which can be modified depending upon the demand of the business. Management assumes the responsibility to motivate the employees and constantly inspires performance based on team spirit.HRM is based on the principle that better performance itself is a cause of job satisfaction and morale.

Personnel Management (PM)PM is mainly reactive in nature. It satisfies itself by ensuring peaceful measure management relations in the present.PM which is employee centered, aims at hiring, training, compensating, and maintaining the existing force of the organization.PM emphasizes the strict enforcement of defined rules, procedures, and contracts that govern the relationships between the workforce and the management; for example collective bargaining agreements.PM considers job satisfaction and morale as a source of better performance. It works on the foundation that a contented worker is a productive worker.22HRM Associations and credentialsProfessional AssociationsSociety for Human Resource Management (SHRM)American Society for Training and Development (ASTD)World @ WorkInternational Public Management Association for Human Resources (IPMA-HR)Credentials and CertificationsSenior Professional in Human Resources (SPHR)Professional in Human Resources (PHR)Global Professional in Human Resources (GPHR)Certified Professional in Learning and Performance (CPLP)Certified Compensation Professional (CCP)Certified Benefits Professional (CBP)Work-Life Certified Professional (WLCP)IPMA-HR Certified Professional (IPMA-CP)

23Noted and quotedSometimes we must choose between what is right and what is easy.

--- Albus Dumbledore, Harry Potter Novels

24HR and the lawAge Discrimination in Employment Act: Bars discrimination against persons aged 40 years or older.Date of birth/age not asked on application or during interviewAge is a protected class for the EEOC

Americans with Disabilities Act of 1990: Prohibits employment discrimination against individuals with disabilities and requires public services and accommodations to be usable and accessible by such persons.Handicapped parkingAlternative work arrangements and/or accommodations

25HR and the lawExecutive Order 11246: Requires affirmative action to prevent discrimination on the basis of race, sex, religion, color, or national origin.Affirmative action plans and integrated into hiring practicesConcessions for minorities and women in Federal contracting

Fair Labor Standards Act of 1938: Determines the guidelines for minimum wage, overtime pay, equal pay, record keeping exempt, non-exempt status, child labor standards, etc.Locally regulated minimum wage lawsChild work permits26HR and the lawFamily Medical Leave Act of 1993: Requires employers with 50 or more workers to provide unpaid, job-protected leave of up to 12 weeks per year to care for a newborn or newly placed adopted or foster child; to care for a seriously ill child, spouse, or parent; or because of the employee's own illness. The law prohibits discrimination against employees who exercise their leave rights.Locally adopted process for FLMAExtension of FMLA coverage to military families

Immigration Reform and Control Act: Bars national origin or citizenship status discrimination.National origin is a protected class for the EEOCQuestions about national origin prevented during the application and interview process

27HR and the lawPrivacy Act of 1974: The Privacy Act states no agency shall disclose any record which is contained in a system of records by any means of communication to any person, or to another agency, except pursuant to a written request by, or with the prior written consent of, the individual to whom the record pertains.Confidentiality statements for HR employeesEmployee validation for verification of employment information to 3rd parties

Title VII of the Civil Rights Act of 1964: Probably the best-known of the fair employment practice laws, Title VII prohibits discrimination in any aspect of employment, including help wanted advertising and pre-employment testing, on the basis of race, color, religion, sex, or national origin.Race, color, religion, sex, and national origin are protected classes for the EEOCGay rights movement advancements under Title VII

28What people say about hr --- top 10I know just enough HR to be dangerous.HR !?!?HR said You dont need a degree like you do for engineering.Im good with people so thats why Im in HR.Were small so we dont have any HR issues.HR is different in government; corporate ideas dont work.HR does not understand the needs of the business.If we need to make cuts we should start with HR. We can cut benefits and training.HR needs to notify the employee

29IndividuAL activityWHOSE JOB IS IT ANYWAY?

SPLIT INTO GROUPS. 35 MINSTAKE 10 MINUTE BREAK20 MINS TO READ OUT30Whose job is it?

On April 25, 2014, the entertainment website TMZ released a taped telephone conversation in which team owner Donald Sterling, who had a history of accusations of racist behavior against African Americans and Latinos dating back to the 1990s, reprimanded his mixed-race girlfriend for posting on a social media site, a picture of her posing with former Los Angeles Lakers point guard Magic Johnson.

Labor relations issue if employees failed to play or played not in proper union.Equal employment issue for discrimination and hostile working environment.Support counseling for employees impacted by the incident.

31Whose job is it?

On May 26, 2012, two officers of the Virgin Islands Police Department (VIPD) were shot in the line of duty on St. Thomas, US Virgin Islands. During the incident, the shooter was shot and killed by VIPD officers on the scene. As a result, one officer died and the other remained out of work, disabled for 18 months.

32Whose job is it?

The use of social media has become a pervasive tool for both professional and personal purposes. In fact many organizations, have a presence on one or more of the more popular social media sites. In one school district, a teacher learned that a parent posted highly unfavorable comments about her and threats to her on Facebook and that other teachers and administrators read the postings to the parents wall.

33Whose job is it?

On January 27, 2014, Governor John P. de Jongh, Jr. delivered his final state of the territory address to the Legislature of the US Virgin Islands. In his address, the Governor stated, Let us look at the $70 million budget hole we must fill and why we cannot avoid it any longer. we will be $70 million short by the end of the fiscal year in September, This means spending must be reduced. Not reduced at end of the year, but reduced now.

34Time for a break

10 minutes35Making the hrm caseLeveraging the power of people36Noted and quotedWhy is it that whenever I ask for a pair of hands, the whole person comes attached.

--- Henry Ford, Founder, Ford Motor Company

37Section OverviewMaking the Human Resources Management CaseThe purpose of this section is to take a deeper dive into the reason human resources management exists in organizations and the value which can be derived from that presence. Regardless of the type of entity, private, public, or non-profit, people are the core factor in each and thus are the key to how that organization succeeds.

Key AreasImportance of Human Resources Management.Characteristics of a quality human resources management program. Employee Engagement.

38Why is hrm so important?An organization cannot build a good team of working professionals without good human resources management. In fact, Aristotle told us that the whole is more than the sum of its parts. Human resources plays an essential role in developing and facilitating the execution of an organizations strategy as well as handling the employee-centered activities of that organization.

Human Capital ValueBudget ControlConflict ResolutionTraining and DevelopmentEmployee EngagementCost SavingsPerformance ManagementSustaining BusinessCorporate ImageSteadfast PrinciplesRecruitment and TrainingThis is one of the major responsibilities of the human resource team. The HR managers come up with plans and strategies for hiring the right kind of people. They design the criteria which is best suited for a specific job description. Their other tasks related to recruitment include formulating the obligations of an employee and the scope of tasks assigned to him or her. Based on these two factors, the contract of an employee with the company is prepared. When needed, they also provide training to the employees according to the requirements of the organisation. Thus, the staff members get the opportunity to sharpen their existing skills or develop specialised skills which in turn, will help them to take up some new roles.Performance AppraisalsHRM encourages the people working in an organisation, to work according to their potential and gives them suggestions that can help them to bring about improvement in it. The team communicates with the staff individually from time to time and provides all the necessary information regarding their performances and also defines their respective roles. This is beneficial as it enables them to form an outline of their anticipated goals in much clearer terms and thereby, helps them execute the goals with best possible efforts. Performance appraisals, when taken on a regular basis, motivate the employees.Maintaining Work AtmosphereThis is a vital aspect of HRM because the performance of an individual in an organisation is largely driven by the work atmosphere or work culture that prevails at the workplace. A good working condition is one of the benefits that the employees can expect from an efficient human resource team. A safe, clean and healthy environment can bring out the best in an employee. A friendly atmosphere gives the staff members job satisfaction as well.Managing DisputesIn an organisation, there are several issues on which disputes may arise between the employees and the employers. You can say conflicts are almost inevitable. In such a scenario, it is the human resource department which acts as a consultant and mediator to sort out those issues in an effective manner. They first hear the grievances of the employees. Then they come up with suitable solutions to sort them out. In other words, they take timely action and prevent things from going out of hands.Developing Public RelationsThe responsibility of establishing good public relations lies with the HRM to a great extent. They organise business meetings, seminars and various official gatherings on behalf of the company in order to build up relationships with other business sectors. Sometimes, the HR department plays an active role in preparing the business and marketing plans for the organisation too.

Human Capital ValueHaving an in-house human resources function is important. An in-house human resources staff or a human resources expert on staff can increase the understanding of how important human capital is to the company's bottom line. For small businesses, in particular, human capital is critical because so many smaller firms have employees who perform cross-functional duties. With a smaller workforce, if just one person leaves, it leaves the company with a huge gap to fill and a potential threat to the company's profitability.Budget ControlHuman resources curbs excessive spending through developing methods for trimming workforce management costs, which includes negotiating better rates for benefits such as health care coverage. In addition, human resources ensures competitive and realistic wage-setting based on studying the labor market, employment trends and salary analysis based on job functions. As some small businesses have budget constraints, this human resources function is especially helpful.Related Reading: How to Apply for Food Stamps With the Department of Human ResourcesConflict ResolutionWorkplace conflict is inevitable, given the diversity of personalities, work styles, backgrounds and levels of experience among employees. A human resources manager or a staff person specially trained to handle employee relations matters can identify and resolve conflict between two employees or a manager and employee and restore positive working relationships.Training and DevelopmentHuman resources conducts needs assessments for the organization's current workforce to determine the type of skills training and employee development necessary for improving skills and qualifications. Companies in the beginning or growth phases can benefit from identifying training needs for existing staff. It's much less expensive than the cost to hire additional staff or more qualified candidates. In addition, it's a strategy that also can reduce turnover and improve employee retention.Employee SatisfactionHuman resources specialists usually are charged with the responsibility of determining the level of employee satisfaction -- often an ambiguous measurement at best. With carefully designed employee surveys, focus groups and an exit interview strategy, human resources determines what underlies employee dissatisfaction and addresses those issues to motivate employees.Cost SavingsThe cost to hire new or replacement workers, including training and ramp-up time, can be exorbitant for employers, especially small businesses. With a well-constructed recruitment and selection process, the human resources function can minimize expenses regarding advertising job postings, training new employees and enrolling new employees in benefits plans.Performance ImprovementHuman resources develops performance management systems. Without a human resources staff person to construct a plan that measures performance, employees can wind in jobs that aren't suitable for their skills and expertise. Additionally, employees whose performance falls below the employer's expectations can continue on the payroll, thereby creating wasted money on low-performing employees.Sustaining BusinessThrough succession planning that human resources develops, the company identifies employees with the promise and requisite capabilities to eventually transition into leadership roles with the company. This is an important function as it can guarantee the organization's stability and future success.Corporate ImageBusinesses want to be known as the "employer of choice." Employers of choice are the companies that receive recognition for the way they treat employees; they are the companies for whom people want to work. Becoming an employer of choice means human resources balances recruiting the most qualified applicants, selecting the most suitable candidates and retaining the most talented employees.Steadfast PrinciplesHuman resources ensures the workforce embraces the company's philosophy and business principles. From the perspective of a small business, creating a cohesive work environment is imperative. The first opportunity human resources has to accomplish this is through wise hiring decisions that identify desirable professional traits, as well as orientation and on-boarding programs.

Any organisation, without a proper setup for HRM is bound to suffer from serious problems while managing its regular activities. For this reason, today, companies must put a lot of effort and energy into setting up a strong and effective HRM.39Characteristics of a quality hrm organizationFair and equitable compensationCareer development opportunitiesA safe and healthy work environmentEmphasis on policies that promote work/family/community balanceAn effective performance feedback programLabor-management cooperationTraining, materials, equipment, and technology needed to do the job rightA competitive benefits packageA successful screening and selection processAn effective orientation program for new employeesThink about your agency, are these elements present.As is to be exercise/good, bad, ugly. Think about your current organization, complete the as is chart, This is group work. Teams of 2-3. how my agency is today what we need to do going forward. Give a rating. 20 min exercise.40Employee engagementIs there a commitment to the organization?41Whos sinking your boat?

Courtesy of www.employeeengagement.com42What is employee engagement?Employee engagement is the extent to which employees feel passionate about their jobs, are committed to the organization, and put discretionary effort into their work.

As you look at how your organizations stack up in these areas, you may question are we a good workplace, are our employees engaged? Take the Q12. individual activity. Results are private.43Engagement vs satisfactionEmployee engagement is not the same as employee satisfaction.

Satisfied employees are merely happy or content with their jobs and the status quo. For some, this might involve doing as little work as possible.

Engaged employees are motivated to do more than the bare minimum needed in order to keep their jobs.

Employee satisfactiononly deals with how happy or content employees are.covers the basic concerns and needs of employees.does not address employees level of motivation or involvement.

As you look at how your organizations stack up in these areas, you may question are we a good workplace, are our employees engaged? Take the Q12. individual activity. Results are private.44The cost of not being engagedIn 2013, Forbes magazine reported:70% of American workers were not engaged or actively disengaged and are emotionally disconnected from their workplace and less likely to be productive.Actively disengaged employees cost $450 - $550 billion each year in lost productivity.What disengaged employees doSteal from the company, negatively influence co-wrkers, miss work days, drive customers away

45Gallups Q12 Engagement SurveyThe Gallup Q12 is a survey designed to measure employee engagement. This instrument was the result of hundreds of focus groups and interviews. Researchers found that there were 12 key expectations, that when satisfied, form the foundation of strong feelings of engagement. So far 87,000 work units and 1.5 million employees have participated in the Q12 instrument.

Comparisons of engagement scores reveal that those with high Q12 scores (average 4+) exhibit lower turnover, higher sales growth, better productivity, better customer loyalty and other manifestations of superior performance. What disengaged employees doSteal from the company, negatively influence co-wrkers, miss work days, drive customers away

46Determining levels of engagementENGAGED employees are defined as employees who work with passion and feel a profound connection to their company. They drive innovation and move the organization forward.

NOT-ENGAGED employees are defined as employees who are essentially checked out. They are sleepwalking through their workday, putting time but not energy or passion into their work.

ACTIVELY DISENGAGED employees are defined as employees who arent just unhappy at work; theyre busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish.

47IndividuAL activityHOW ENGAGED ARE YOU?

10 minutes48Time for lunch

60 minutes

49Leadership for the 21st centuryChallenge the way you think I inspire the way you work50Section OverviewLeadership for the 21st CenturyAs leaders, it is our role to facilitate the type of environment that allows our people and our organizations to thrive. The purpose of this section is to explore the new leadership imperative and understand the role of leaders in todays organizations as agents for change, communication and vision.

Key AreasHow to lead in the changing work environment.Differences between leaders and managers.Competencies needed by the 21st Century leader. The skills leaders now need to bring to the table.

51Noted and quotedIf your actions inspire others to dream more, learn more, do more and become more, you are a leader.

--- John Quincy Adams, 6th U.S. President

52Leadership in the 21st century

Courtesy of McKinsey & Company5321st century changes in the workplaceEnvironmentNo jobs for lifeSkills requirements are continuously evolvingRapid pace of changeGlobal workplace and migrating workersPure academic skills not enoughFlatter organisations able to adapt more quicklyStrategy constantly under review

PeopleCareer management and advancement down to individualsConstant need to refresh & update skillsIncreased interest in self-help/self-developmentSoft skills, communication skills, people skills required for building business/client/employee relationshipsFlexibility and versatility compete with struggle for work-life balance

The future is about nurturing leadership skills in everyone and providing and environment for flexibility and change.Building organizational capacity starts in the classroom (kids are learning it with common core and 21st century skillsTomlinson 14-19 Report - prescribes more soft skills developmentTeamship & citizenship Effective listeningCommunication and presentationRespect for diversityOwnership & responsibilityLeadership skills are now used to provide differentiation between the most able students at University selectionTop performers go beyond academic achievement

In the workplaceStretch and empower Set the bar high and reward excellence Allow people to make their own mistakesand let them learn from them Make change and growth synonymous Promote enthusiasm and positive thinking Seek ownership and accountability If you believe knowledge is power - Share Information Take involvement in development & well-being of staff Work as a team but lead from the frontAnother days work or an awesome days work?The emplowered workplaceInterdependent workingDevolved ownership & responsibilityUnified purposeMutual regardSelf-motivation and can do attitudeGood communication and information sharingOpen performance tracking and accountabilityBlame culture replaced by lessons learnedWOW Ways of working

Leadership attitudes, behaviors, and competenciesStaying ahead of the game

54Leaders vs. managersLeadership Personality TraitsBig PictureStrategicAre We in the Right Jungle?Vision, Strategy, ExecutionPeople are the ReasonPeople More Important than TasksIntuitive. Seek Internal GuidancePanoramic VisionManager Personality TraitsDetail OrientedTacticalCutting Trees EfficientlyGoals, Projects, TasksPeople are the meansTasks More Important than PeopleSensing: Seek External DataTunnel Vision

Assessing Leaders Versus ManagersSandy McKeeJun 27, 2013No CommentsShare Share on facebook Share on twitter Share on pinterest_share Share on linkedin Share on google_plusone_share At one point in our career, we have all had that boss. You know the one I mean; the one who was shortsighted and reactionary. The one who micromanaged rather than trusted you to get the job done. The one who discouraged ideas rather than encouraged them. The one who asked a lot of questions but never listened. The one who failed to inspire you.Or maybe they did inspire you; to seek new opportunities elsewhere.No doubt about it, your boss can make or break your job.Changing Management StyleSo what is your management style? Are you a leader or a manager? Do you know the difference between the two? Certainly management and leadership go hand in hand but todays businesses are looking for managers that can lead.Do you want to know why? Great leaders know how to: Stay ahead of the competition in todays global market. Inspire employees and improve performance.How? These leaders are vision driven. They can transform an idea into a cause and inspire others to jump on the bandwagon. They provide purpose.While leaders are vision driven, managers are goal driven. Goals are good. Goals are necessary in order to succeed. Managers plan, organize and coordinate. But they also need to be strategic thinkers.In his book On Becoming a Leader, Warren Bennis1 composed this list of differences between managers and leaders: The manager administers; the leader innovates. The manager is a copy; the leader is an original. The manager maintains; the leader develops. The manager focuses on systems and structure; the leader focuses on people. The manager relies on control; the leader inspires trust. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his or her eye always on the bottom line; the leaders eye is on the horizon. The manager imitates; the leader originates. The manager accepts the status quo; the leader challenges it. The manager is the classic good soldier; the leader is his or her own person. The manager does things right; the leader does the right thing.It is not uncommon for businesses to have leaders at the top with managers reporting to them but todays businesses are looking to streamline processes in order to be more efficient. Certainly this was evident during the recent recession with many businesses cutting out middle management.Todays mangers must be able to lead with a clear strategy as well as be able to implement and manage it. They need to be persuaders rather than dictators to effectively influence others to contribute to the common goal.

New Leadership SkillsThere are two main skills that differentiate a leader from a great leader: creativity and compassion.Great leaders are creative thinkers. They anticipate problems and envision needs before the competition does. These leaders are observant and attuned to what is going on around them.While they might have their opinion of the next new thing they are open-minded and encourage input from others. This creates respect and trust as well as buy-in.Great leaders are compassionate. They truly care about others on their team. They understand their needs, strengths, and weaknesses. Because they are just as concerned about the individuals in their group as with the matter at hand, they have higher levels of employee performance and satisfaction.Transformational LeadersTodays most successful leaders are what some call transformational leaders. These leaders are passionate and their enthusiasm is infectious. They energize those around them to bring about positive changes.In his book, Transformational Leadership, Dr. Ronald Riggio2 puts it this way: Through the strength of their vision and personality, transformational leaders are able to inspire followers to change expectations, perceptions and motivations to work towards common goals. He outlines 4 components to transformational leadership:1. Influence the leader is a role model for others to follow.2. Motivation the leader inspires and motivates followers.3. Consideration the leader is genuinely concerned about the needs and feelings of followers.4. Stimulation the challenges followers to be innovative and creative.In short, transformational leaders give the group and each individual a clear purpose.Assessing Leadership CultureWhat type of leadership culture does your workplace value? For instance: Are creativity and collective input encouraged? Are interpersonal skills valued as much as talent? Is cooperation valued more than competition? Is service valued more than profits? Identifying your leadership culture will be important to developing leadership skills in your employees. Do you know what leadership skills to look for?Leaders need to be: Purpose driven. Strategic thinkers. Good listeners. Open to new ideas and value change. Attentive to the needs of others. Enthusiastic and positive. Creative and passionate. Inspirational and motivational.Are you ready to make some changes? Do you know where to start? The best place to start is by taking a pulse of your workplace environment. You need feedback.I am not talking about an employee opinion or a performance review here. What you need is a spherical evaluation of your managers. You need a 360-degree review.A 360 collects feedback from the employees superiors, peers, subordinates and other primary sources of contact (perhaps key customers and vendors) to portray a well-rounded view about their communication, leadership, and management skills. It helps the employee see different perspectives of their performance.The goal is to provide constructive feedback that will help the employee improve and develop professional skills.According to Christian Vanek, founder and CEO of SurveyGizmo, a 360 review should focus on three key pieces of feedback:1. Identifying a starting point for development of new skills.2. Measuring progress as the subject works on skills over time.3. Identifying the personal blind spots of behavior and the impact that everyone has but never notices.Leadership DevelopmentTo grow your potential leaders, you will need an employee development plan.It is never too early to start training and demonstrating leadership skills. Start as soon as day one, or even during the interview process! This will establish and accelerate your culture of leaders.Set up a mentoring program where a senior leader develops a relationship with a less experienced or potential new leader. Demonstrate to your leaders that their growth is dependent on those around them.Establish a culture of growth and leadership. Encouraging your employees to grow will instill loyalty. In doing so, you are likely to increase employee performance and satisfaction. Their growth is important to your success!One more thing leaders need the courage to act. Encourage your future leaders to take chances without retribution. Entrust them to act without having to ask for permission and embrace acceptance when things go awry.

5521st century leadership competenciesIn a competitive world, we need leaders with novel ideas, who are willing to take risks, inspire and motivate, and build new strategic partnerships to address global challenges.

Strategic vision and the ability to share that.

Clear communication and messages.

Success beyond narrow professional boundaries.

Leading by influence, not control.

Creating alliances and devolved management.

Flexibility and versatility.The 21st century presents many new challenges for both employees and business leaders. In an interconnected, fast moving world, we need to learn cognitive flexibility, stress tolerance, and divergent thinking. While technology can make us more effective, new theories of leadership emphasize the importance of trust and establishing long-term relationships. In a competitive world, we need leaders with novel ideas, who are willing to take risks, inspire and motivate, and build new strategic partnerships to address global challenges. In these endeavors, leaders need to incorporate skills that are more in the realm of psychology and cognitive science.

Leaders do this

Put performance at the top of the agenda

Translate vision into action

Influence behaviours through diversity and mutual respect

Rouse the workforce from indifference to enthusiasm

Develop a workforce with focus and relentless desire to improve

Leadership characteristicsBoldTenacious or bloody-mindedCharismaticVisionary - Macro viewAssured/ConfidentSelf-awareInspiringFocusedEnergetic & PassionatePersuasive/Influential

56Essential skills for 21st century leadershipCONTRIBUTE UNIQUENESS

"Absorb what is useful, reject what is useless, add what is specifically your own. Bruce Lee

There are so many people out there saying exactly the same thing. To stand out, you have to be original. Being original involves taking time to really think about material that you hear or read. How does this story or research finding relate to finding solutions for the problems that you want to address?

Have an original perspective that inspires peopleApply knowledge from one area to another or synthesize ideas from different disciplinesTell a different story about the material; Relate it to your own life and work experiencesFind a novel way to communicate key concepts or approach a problemTrim the fat off of a theory or operational system; add new elements that improve

57Essential skills for 21st century leadershipACT EFFECTIVELY

Efficiency is doing things right; effectiveness is doing the right things. Peter Drucker

Its not about getting things done quickly or doing the most activities in the shortest time. Rather than doing a bunch of busywork, take time to formulate a vision and set priorities and goals. Find a balance between doing the urgent and important things.

What are the short- and long-term challenges that your team/organization will address?In what way will you contribute unique value in addressing these challenges?What potential barriers will you face and how will you deal with them?What skills and resources do you need to optimally provide and support these new services/technologies.How can your team support people to do their best work and support customers to get the best use out of your products/servicesSometimes doing the right things will not be the most efficient. Gaining the trust of customers and employees can consume time and resources, but will lead to better long-term stability and effectiveness.

58Essential skills for 21st century leadershipBE RESILIENT

Fall seven times, Stand up eight. Japanese Proverb

The truth is that everybody makes mistakes. The bigger your goals, the more mistakes you will make. Being innovative means trying new things; and venturing where nobody has gone before. Its easier to do things the way theyve always been done, but your long-term impact will be less. If you want to have a memorable and long-term impact, you need to take strategic risks, and that may mean failing or messing up sometimes. Self-confidence is key. Often this comes from having prior successful experiences. Even if youre doing something new, remember your prior successes, and the personal qualities you have that created them.If you believe in your mission and abilities, failure is just a temporary detour.Most failures contain one or more lessons. Be willing to admit your contribution to the failure, and be ready to change your thinking about the issue.Listen to and collaborate with others, but do not suppress your own voice and goals.You may need to take time to grieve the loss of a dream, contemplate, and regroup.

59Essential skills for 21st century leadershipEMBRACE CHANGE

The entrepreneur always searches for change, responds to it, and exploits it as an opportunity. Peter Drucker

We live in a time of rapid technological, geographical, and economic change. Old formulas don't predict as well, anymore. New knowledge about the brain and human genome is already leading to radical new ways of viewing the world. Mobile technology makes the world smaller and increases the access & knowledge of constituents who previously had no voice. This creates many challenges, but also opens the door to new opportunities.The human brain naturally resists change, seeing it as a threat.It is important to counteract your brains natural, fear-based, conservative tendencies and cultivate an optimistic attitude to change.Think about how you can apply your tried and true skills and strengths to this changing landscape. What new needs does the change create?Pay attention to the thoughts and feelings that change brings up in you. See if you can watch fearful reactions without feeling you have to act on them.

60Essential skills for 21st century leadershipSTAY GROUNDED

I have just three things to teach: simplicity, patience, compassion. These three are your greatest treasures. Lao Tzu

When you do succeed, do not get too distracted by your ego. Success does not make you invincible or more worthy than other people. Every person has something to contribute and all are worthy of respect (except perhaps human cannibals, etc.). Similarly, if you dont get desired results, your preconceived views may need to be tweaked, so be willing to change your thinking. Be patient with the process. Results take time. You may have to go through a stage of investing your time and resources, learning new skills, putting ideas out there and waiting for them to take root.Always keep the meaning of your work at the forefront. Why are you doing what you do? What contribution do you want to make to bettering the lives of others?Value the simple things in life, such as nature, health, friends, coworkers, and family. These will sustain you through the difficult times, so remember to feed them.Practice mindful self-awareness to learn compassion for yourself and others. Much of business is about relationships. If you exude a humble, caring, open attitude, and are a team player, others will be more willing to work with or follow you.Work hard, but dont drive yourself like a machine. Life is a marathon, not a sprint., so use your energy wisely and know when you need to replenish.You may have underlying needs, that drive you, such as to be acknowledged, have power, be part of a group, be respected, cared about, and so on. The more you understand and acknowledge these needs, the less they will get in the way of your mission.Using these strategies should help optimize your personal strength and adaptability, passion for your work, ability to act strateically, and work with others in mutually beneficial ways. While the old model of business emphasized dominance and power, the new models are more abou vision, focus, communication, cognitive flexibility, authenticity, and partnership. The world is becoming too complicated to be effective alone. Forming meaningful, trusting relationships with others who have different skills and knowledge, but similar goals and values is the way to succeed in both small business and large organizations.

61the practice of hr in the 21st centuryConnecting the dots between theory and practice62Section OverviewThe practice of HR in the 21st CenturySo where does HR go from here? Many theorize that HR will to what is commonly known as Talent Management which is the practice of incorporating people into all aspects of the organizations functions. This section will look at talent management through the way an organization attracts, engages, and retains talent.

Key AreasThe evolution of human resources.How to attract and acquire top talent in a tough economy.Developing a culture of learning.Managing employee performance.

63Noted and quotedIf you want to build the business, build the people.

--- Brownie Wise, Innovator of the Tupperware Party Plan

64The Workforce is Changing rapidly - How Will You Manage?

Courtesy of Kronos UK Marketing65The evolution of human resourcesPersonnel Department

PayrollBenefits

Business FunctionPayroll SystemsStrategicHR

RecruitingL&DOrg DesignTotal CompensationCommunications

Business PartnerRecruiting SystemsATSHR PortalsCompensationLearning ManagementTalent Management

Competency ManagementPerformance ManagementSuccession Planning

Business IntegrationPerformance ManagementSuccession PlanningCompetency ManagementSystems IntegrationLeadership DevelopmentCourtesy of Bersin and AssosciatesStage 1: Personnel Department:In the 1970s and 1980s the business function which was responsible for people was called "ThePersonnel Department." The role of this group was to hire people, pay them, and make sure theyhad the necessary benefits. The systems which grew up to support this function were batch payrollsystems. In this role, the personnel department was a well understood business function.Stage 2: Strategic HR:In the 1980s and 1990s organizations realized that the HR function was in fact more important -and the concepts of "Strategic HR" emerged. During this period organizations realized that the VPof HR had a much larger role: recruiting the right people, training them, helping the businessdesign job roles and organization structures (organization design), develop "total compensation"packages which include benefits, stock options and bonuses, and serving as a central point ofcommunication for employee health and happiness.The "Head of Personnel" became the "VP of HR" and had a much more important role in businessstrategy and execution. The systems which were built up to support this new role include recuitingand applicant tracking (ATS), portals, total compensation systems, and learning managementsystems. In this role, the HR department now became more than a business function: it is abusiness partner, reaching out to support lines of business.Stage 3: Talent Management:We are now entering a new era: the emergence of "Talent Management." While strategic HRcontinues to be a major focus, HR and L&D organizations are now focused on a new set of strategicissues: How can we make our recruiting process more efficient and effective by using "competencybased"recruiting instead of sorting through resumes, one at a time? How can we better develop managers and leaders to reinforce culture, instill values, andcreate a sustainable "leadership pipeline?" How do we quickly identify competency gaps so we can deliver training, e-learning, ordevelopment programs to fill these gaps? How can we use these gaps to hire just the rightpeople? How do we manage people in a consistent and measurable way so that everyone is aligned,held accountable, and paid fairly? How do we identify high performers and successors to key positions throughout theorganization to make sure we have a highly flexible, responsive organization? How do we provide learning that is relevant, flexible, convenient, and timely?These new, more challenging problems require new processes and systems. They require tigherintegration between the different HR silos -- and direct integration into line of business managementprocesses. Today organizations are starting to buy, build, and stitch together performancemanagement systems, succession planning systems, and competency management systems. TheHR function is becoming integrated with the business in a real-time fashion.

66What is Talent management?Talent management is the science of using strategic human resource planning to improve business value and to make it possible for companies and organizations to reach their goals. Everything done to recruit, retain, develop, reward and make people perform forms a part of talent management as well as strategic workforce planning. A talent-management strategy needs to link to business strategy to make sense.67

68Defining the talent management processOrganizations are made up of people: people creating value through proven business processes, innovation, customer service, sales, and many other important activities. As an organization strives to meet its business goals, it must make sure that it has a continuous and integrated process for recruiting, training, managing, supporting, and compensating these people.

Staffing: The process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on an organizations effectiveness.Training: An educational process wherein employees can learn new information, re-learn and reinforce existing knowledge and skills, and most importantly have time to think and consider what new options can help them improve their effectiveness at work.Performance Management: The process of creating a work environment or setting in which people are enabled to perform to the best of their abilities.69Attracting top talent

70What is staffing?Staffing is the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organizations effectiveness.

Acquisition comprises the recruitment processes leading to the employment of staff. It includes human resource planning to identify what the organization requires in terms of the numbers of employees needed and their attributes (knowledge, skills and abilities) in order to effectively meet job requirements. In addition the selection techniques and methods of assessment to identify the most suitable candidates for a particular job.Deployment involves decisions about how those recruited will be allocated to specific roles according to business demands. It also concerns the subsequent appointment to more advanced jobs through internal recruitment, promotion or reorganization.Retention deals with the management of the outflow of employees from an organization. This includes both managing voluntary activities such as resignation, and controlling involuntary measures whereby employees are managed out of the organization through redundancy programs or other types of dismissal.

71staffing the Disney wayWalt Disney World is widely known as the greatest place on earth for fun-filled family vacations, however, Disneys brand is also synonymous with being an employer of choice in the state of Florida, across the United States, and worldwide.

Great leaders recognize the importance of people to their organizations success. This philosophy is operationalized through the following strategies.Communicate your culture.State non-negotiables up front.Treat applicants as Guests.Hire attitude versus aptitude.

Discuss our one job. Give the activity. This is a take home activity. What is your agencys brand?72Best practices in staffingMarketing employer reputationScreen for knowledge and skills; interview for behaviorsVirtual career exposEmployee Referral ProgramsReverse RecruitingInternship and Leadership Development programsSocial Media integrationCandidate management systemsDevelop recruiting metricsMetrics time to fill, applicant source ROI, quality of hire, applicant satisfaction73Promoting a culture of learning

74What is employee development?Employee development is the process of encouraging employees to acquire new or advanced skills, knowledge, and viewpoints, by providing learning and training facilities, and avenues where such new ideas can be applied.

Training and development encompasses three main activities: training, education, and development.Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.

75Best practices in employee developmentInternal learning centersIndividual learning plansVirtual classrooms/self-paced learningSuccession planningMentoring programsProfessional memberships and credentialingKnowledge exchanges

76Managing employee performance

Provide on-going coaching and feedback.

Conduct quarterly performance development discussions.

Design effective compensation and recognition systems that reward people for their contributions.

Provide promotional/career development opportunities for staff.

Assist with exit interviews to understand WHY valued employees leave the organization.

77WHAT IS PERFORMANCE MANAGEMENT?Performance management is a continuous process which involves making sure that the performance of employees contributes to the goals of the team and success of the organization.78MANAGING MUTUAL EXPECTATIONSWhat I dont needWhat I dont getWhat I dont needWhat I do getWhat I do needWhat I do getWhat I do needWhat I dont getWhat I GetWhat I NeedhighlowlowhighInformation identified in this area highlight opportunities for development. In this quadrant the employee has highlighted behaviors (coaching, feedback, etc.) or expectations that he/she needs but is not receiving from the manager.Information identified in this area highlight opportunities for development. In this quadrant the employee has highlighted behaviors (micro management, etc.) or expectations that he/she does not need but receives from the manager.Information identified in this area positive behaviors or expectations being met. Opportunities to continue encourage in this area should be pursued. Items in this area show understanding and execution of expectations.Information identified in this area positive behaviors or expectations being met. Opportunities to continue encourage in this area should be pursued. Items in this area show understanding and execution of expectations.What is Coaching?Coaching is one of the most important aspects of any manager's job since it provides employees with the ongoing feedback, advice, and role-modeling they need to succeed. Coaching is providing ongoing feedback, support, and direction to individuals to help them succeed, perform well on the job, and develop their long-term capabilities.

79Coach to G.r.o.w. model

Courtesy of Michael Heath Consulting80Principles of just causeWas the employee adequately warned of the consequences?Was the rule or order reasonably related to efficient and safe operation of the business?Was an investigation conducted before administering the discipline?Was the investigation fair and objective?Did the investigation produce substantial evidence or proof of guilt?Were the rules, orders, and penalties applied evenhandedly and without discrimination?Was the penalty reasonably related to the seriousness of the offense and the persons employment record?

"Just Cause" is the guiding principle that we utilize as a public employer whenever we engage in some form of corrective action or progressive discipline for our employees. Supervisors are always expected to have "just cause" when disciplining an employee. The following criteria can be viewed as a definition of "just cause", the standard by which the reasonableness of the discipline will be judged.

81Best practices in Performance Management360 feedback/ratingsPerformance management cyclesCompetency managementCoachingFeedback centered cultureAtta-boysJob description managementPerformance improvement plansCoach to G.R.O.W82Time for a break

10 minute83Case applicationsYour virtual hr experience84Group activityHUMAN RESOURCES IN PRACTICE: CASE STUDIES

SPLIT INTO GROUPS. 30 MINSBreak for 10 mins15 minutes each group.85Next stepsWhere do we go from here?86Group discussion

87Reflective essayGiven your experiences in the Human Resources Management course, what now is your perspective on human resources management? How has your perspective changed? What do you now see as the role of human resources management in the Government of the Virgin Islands in the next 10 years? What are three (3) essential initiatives or areas of focus we must drive as public managers?88

Additional readingFirst, Break All the Rules: What the Worlds Greatest Managers Do Differently, Marcus Buckingham and Curt W. CoffmanGreat Work: How to Make a Difference People Love, David SturtGood to Great, Jim CollinsLeadership and Self Deception: Getting Out of the Box, The Arbinger InstituteDelivering Happiness, Tony HsiehThe Five Dysfunctions of a Team: A Leadership FableCreating Magic: 10 Common Sense Leadership Strategies from a Life at Disney, Lee CockerellDrive, Daniel PinkThrowing the Elephant: Zen and the Art of Managing Up, Stanley BingYertle the Turtle, Dr. Seuss

89Contact informationZenzil M. Hodge, SPHRzhodge@omnisvi.com

Facebook:Zenzi.HodgeTwitter:@ZenziHodge

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