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

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 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

ROLES 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


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

http://www.brainyquote.com/quotes/authors/r/rod_blagojevich.html

http://www.brainyquote.com/quotes/authors/r/rod_blagojevich.html

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

EXERCISE – COSTS OF 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

EXERCISE – BOARD MEETING

CURRENT EVENTS

EXERCISE – IN THE NEWS

SOCIAL MEDIA

EXERCISE - SOCIAL

HEALTHCARE

“Nobody in

this country

respects

what's

weak. You

believe me!”

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.


What should it look like?

• summary of experience

• concise

• 1-3 pages

• bullets

• general expectations:

– name at the top

– headers

– error Free


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.


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


Should you design a creative resume?

…probably not, unless you are looking for a job in a highly creative industry.


Serif vs sans-serif fonts


Call me, Maybe!

How to present your contact information?


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


• Make sure a computer can read it.

• Use relevant key words.

• Simple format.


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

http://www.larsen.com/

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].



Words Score You Points Spelling and Grammar Mistakes will Bury You


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

http://www.messmarketing.net/

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.


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

http://www.youtube.com/watch?v=NEkJ3DS3HFw

http://www.youtube.com/watch?v=7CkzKMdEeQ4

http://www.youtube.com/watch?v=sfCVQEVahhA

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.



• Requesting the interview

• By phone

• By letter



• 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


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! •


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.


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


What if you’re really young, or look young?


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.

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=ptr_4bLsWeOzNM&tbnid=KQNrHLnCIi7Y8M:&ved=0CAUQjRw&url=http://about.pinterest.com/press/&ei=wzIBUsqqB4ub0AWZuoGABg&bvm=bv.50310824,d.ZGU&psig=AFQjCNF8F-yqHClyw4T4dfk7s5AOP4O4hA&ust=1375896636070569

2/social media

Clean up your Social Media closet!

http://thecrow.typepad.com/.a/6a0115714a8e87970c0115715fbdf2970c-pi

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

integrated perspectives in hr

Recruiting & HR