Strategic Decision-Making for HR: Best Practices for Achieving Effective Solutions

Transcription

1 Strategic Decision-Making for HR: Best Practices for Achieving Effective Solutions Presented by: Mary Anne Kennedy Yusen Logistics Thursday, July 2, :30 p.m. to 3:00 p.m. Eastern 12:30 p.m. to 2:00 p.m. Central 11:30 a.m. to 1:00 p.m. Mountain 10:30 a.m. to 12:00 p.m. Pacific or For CD and other purchasing information, contact customer service at: or BLR and HR Hero Business & Legal Resources and HR Hero. All rights reserved. These materials may not be reproduced in part or in whole by any process without written permission. This program has been approved for 1.5 credit hours toward PHR and SPHR recertification through the Human Resource Certification Institute (HRCI). For more information about certification or recertification, please visit the HRCI website at BLR is recognized by SHRM to offer Professional Development Credits (PDCs) for the SHRM-CPSM or SHRM-SCPSM. For more information about certification or recertification, please visit the SHRM Certification website at

2 Strategic Decision-Making for HR: Best Practices for Achieving Effective Solutions Presented by: Mary Anne Kennedy Yusen Logistics July 2, 2015 Some factors for Poor HR Image 1. Lack of Trust and Credibility 2. Lack of business acumen 3. Personnel Department vs. Business Partner 4. Unable to quantify and measure HR ROI 1. In order to avoid being considered simply Corporate Overhead 5. Manager / Employee Self Service / HRIS technology 1. Can appear to be pushing the work to the staff 6. Lack of communication at all levels 7. Inflexible 8. Irrelevant

3 HR Strategic Business Partners If / When invited to the executive table.go! If not invited.hr has been fired without a pink slip. Need to know the business: What are the Financials? Is there growth, declining, status quo? Who is the competition? Is the right organizational structure and staff in place in order to meet the company s goals and expectations? Strategic Business Partners Need to know the leaders and their staff: Get out into the GEMBA (walk the floor) Are the managers / supervisors trained in all aspects of people management? Are mangers of people compliant in all aspects of employment law?

4 Talent Acquisition 8 Step Staffing Process / Tools Behavior Based Interviewing Executive Contracts / Non Compete / Non Solicitation Labor Relations 8 Step Staffing Process 1 Setting Standards and Specifications 5 Interviewing / Assessing Candidates 2 Initiating the Hiring Process 6 Candidate Review Meeting 3 Sourcing 7 Candidate Selection / Obtaining Approvals 4 Determine Interview / Assessment Approach 8 Conduct Post Offer Activities / Close Hiring Process 6

5 What is Behavior? Past Behavior is Future Predictor Behavior is: Observable, verifiable, and factual evidence What a candidate actually does or says What a candidate fails to do or say when given a clear opportunity Behavior is not: Judgmental conclusions Feelings, opinions, inferences or traits Vague generalizations Statements of future action Talent Development and Retention Practices Performance Management Process Competencies Goal Setting Workshops / Tools 3 5 SMART GOALS Mid Year Reviews Annual Performance Evaluation

6 Talent Development and Retention Practices Performance Management Process Leadership Development / Calibration Sessions Succession Planning Career Dialogues Progressive Discipline Process Talent Development and Retention Practices Benefits and Compensation Competitive Salary Grades and Ranges Paid Time Off Healthcare 401K / Pension Reward and Recognition Programs

7 Structures / Restructures Reduction In Force (RIF) Adverse Impact Paired Comparisons Severance Agreement Compliance / Risk EEOC Equal Employment Opportunity Commission FMLA Family Leave Act / Other Leaves FLSA Fair Labor Standards Act ADA Americans with Disability Act SOX Sarbanes Oxley Title VII Civils Rights Act I 9 Immigration Law Anti Harassment Law *Many more.

8 Legal Review In order to avoid risk always consider legal review especially for policies, procedures, downsizing, progressive discipline process. This will protect the organization and it s managers of people. Key Take Aways Sit at the table. Be knowledgeable about the business. Provide coaching and feedback. Develop the staff. Implement consistent practices. Protect the company and their assets by complying with all federal, state and local labor laws. Copyright: MAKHR Consulting, 2013

9 Closing Comments / Questions Copyright: Mary Anne Kennedy HR Consulting, Contact Information: Mary Anne Kennedy MAKHR Consulting, LLC makhr@optonline.net Visit to read a chapter of Finding The Right Job; A Step By Step Approach 16

10 Disclaimers *This webinar is designed to provide accurate and authoritative information about the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional services. *This webinar provides general information only and does not constitute legal advice. No attorney-client relationship has been created. If legal advice or other expert assistance is required, the services of a competent professional should be sought. We recommend that you consult with qualified local counsel familiar with your specific situation before taking any action.

11 Mary Anne Kennedy Mary Anne Kennedy is the principal consultant of MAKHR Consulting, LLC, and author of the career coaching book Finding The Right Job; A Step By Step Approach MAKHR Consulting provides small to medium sized business owners and employers with the full spectrum of HR services and programs. Before launching her business, Kennedy spent eight years with BMS, a Fortune 100 pharmaceutical company in a variety of human resource leadership roles. She also served as the HR Generalist at Herman Miller, high end office furniture and as senior HR consultant focusing on staffing, coaching and organizational development for a wide range of employers including for-profit and not-for-profit. Kennedy is a sought after speaker on HR topics such as reward and recognition, coaching and feedback, compensation strategies, behavior based interviewing, and strategic staffing. Kennedy holds a Bachelor s Degree in Social Science and has certifications in MBTI administration and DDI behavior-based interviewing.