Organizational Effectiveness: HR s Strategic Opportunity Presented by Victoria McCoy, MBA, GPHR Vice President, Human Resources DOMA Technologies

Transcription

1 Organizational Effectiveness: HR s Strategic Opportunity Presented by Victoria McCoy, MBA, GPHR Vice President, Human Resources DOMA Technologies Making Business Simple.

2 Today s Purpose Iden%fy how HR professionals can and do contribute to the organiza%on s goals and objec%ves.

3 Today s Topics What does organizational effectiveness mean Increasing Effectiveness: Policies / Procedures Risk Management Performance Standards Technology Global Expansion Assess Effectiveness

4 What is Organizational Effectiveness? Organization A group of people collaborating to some end or work Effectiveness Producing the intended or expected result

5 Impact Human Resources is not a revenue generator. How do HR professionals impact their organization? Opportunity Increase effectiveness to reduce cost. Drive talent growth and retention. Potential for organization wide impact. Challenge Reduced benefits / programs leads to collateral damage.

6 Increasing Effectiveness

7 Policies and Procedures Can these increase effectiveness? Clearly stated process + Accessible to those who need them = Expedited action = Increased productivity

8 Policies and Procedures Walk through existing processes. Practice and documentation match. Write out process step-bystep instruction. Identify waste. Fix it! Review forms and documents. Consolidate / eliminate duplicates.

9 Case Study Company asset tracking. Opportunity Reduce cost of unreturned property. Track assets for updating / replacement. Create company asset agreement. Challenge Need a system to track. Collaborate with other departments.

10 Policies and Procedures Formulate policies that increase effectiveness: Research best practices to bring valid ideas to the table Ask employees and managers for input when formulating the policy for buy-in Consider impact of the change to reduce potential losses Market the opportunity! Why is this important? If the people carrying out the policy do not see the value, they will not follow it, reducing the organization s effectiveness overall.

11 Risk Management Reduced risk = reduced cost Know your weak spots Do internal audits Fix what you can Always be prepared Collect data Prep management Explain risk areas and how they can be fixed

12 Risk Management FLSA (wage and hour, garnishments, over%me exemp%ons) Service Contract Agreement/Davis Bacon (government contractors) EEO (new hire, EEO- 1, discrimina%on claims) DHS (I- 9) E- verify (government contractors) W- 4 State unemployment tax filing Worker s Compensa%on

13 Performance Standards An organization will fail if it does not perform. Opportunity Set expectation / performance goals. Align goals to organizational objectives. Measure the achievement of goals. Challenge Move those who do not perform.

14 How are high performers impacted by poor performance of others?

15 Performance Standards Positive reinforcement = Increased productivity Ratings set people up for disappointment = Period of reduced productivity Reward high performers with challenging assignment = Win / win

16 Technology Under-utilization is a waste of revenue. Opportunity Decrease manual efforts. Reduce errors and corrective time. Challenge Security of data. Cost of implementing new technology.

17 Technology Use all parts of your systems Ensure content is accurate Provide access for those who need it Make sure data is secure!

18 Global Strategies Expansion Assessment Research employment relationships in foreign countries. Labor laws and unionization rules Foreign employment structure and PEOs Acceptable compensation practices Termination procedures Analyze expatriate strategy. Compare multiple foreign locations Extended business trip or expatriate assignment Assignment selection Support systems to expatriate How to measure success of strategy / individual

19 Global Strategies Expansion Assessment Develop entry plan including cost impact. Legal support, visas, professional services Cultural assistance before and during stay COLA Additional taxes, tax treaties, tax assistance Travel to / from, home visits Assess success and challenges. Make adjustments as needed

20 Global Strategies Why is this important? Aid in finding lowest barrier for foreign expansion. May inadvertently enter into employment relationship not intended. Violate local laws, costing organization avoidable fees and settlements.

21 Global Strategies Expatriate management to aid in successful assignment. Opportunity Defined assignment agreement. Fair compensation / COLA. Reduce assimilation stress. Adhering to local laws / customs. Challenge Return assignment. Maintain connection with home office.

22 Assess Effectiveness

23 First the numbers Metrics: Cost savings / avoidance Reten3on rate improvement for problem areas Reduced cycle 3me Quality increase Track and report reduc3on in errors A?er- ac3on surveys for feedback and poten3al improvements Survey engagement of team

24 Beyond a number Determine what is meaningful to execu%ves What are the organiza<onal goals? How can HR align and impact those goals? What do managers have to report up? Focus on analy%cs and support data rather than numbers alone Tell the story of why Describe how relates to market Speak execu%ve s language

25 Beyond a number Constant contact with management Don t wait for them to ask you; follow up in person on s Be the bearer of good news! Assess Human Resources like a business Complete a SWOT analysis Balance scorecard If want to be a strategic partner, have to act like one!

26 Questions?