At the most recent meeting of the Tri-State Human Resource Management Group, three well respected colleagues of mine spent over an hour discussing the why’s and how’s of making the HR department a more strategic partner of the overall business plan for the organization. It was still apparent to me that the majority of organizations still considered the HR function to be transactional in nature and not transformation in any way shape or form.
I found it interesting that the one of the speakers used the 3’C’s – Credibility, Competence, and Courage within their discussion on developing a strategic plan. For me, credibility is to make sure that your department is focused on the vision and mission of the company while understanding the strategy and projected outcomes with this strategy.
Competence relates to the leadership skills to focus each department on formulating a business plan for that provides outcomes that support the company’s forecasts and strategy.
Courage relates to the willingness to try but with the uncertainty of success. This definition is similar to another; responsibility. Responsibility to me is taking on a task or project with not knowing if it can be completed satisfactorily or not.
To be considered for the table, the HR department must be willing to be innovative in terms of goal-orientation, plan development, measuring the results, and be much more results-oriented. This is a new behavior for HR and it is not being readily accepted. It is time for HR to move forward. As one of the speaker stated, “your vision is how you get the full achievement of accomplishing your mission”. Another speaker emphasized the need for HR to provide alignment, integration, and fit to achieve strategic excellence. Isn’t it time that HR changes its attitude, focuses on the desired behavior, formulates the metrics that measure the behavioral change, and become results-oriented?
I always thought HR was where we were expected to change behavior. Maybe we should change ours by asking for help. Remember, in business, it always boils down to performance, performance. . .performance.
Wednesday, September 19, 2007
Wednesday, September 5, 2007
Can We Change the Environment?
It was noted in an article I recently read by Scott Flander titled, “When bosses go bad and get rewarded”, which appeared on www.hreonline.com that at a recent Management Meeting in Philadelphia, it was noted that in over 45% of the cases, employees noted that offensive bosses got promoted instead of “canned”. In over 19% of the cases, nothing happened to the incompetent boss. I chuckled hilariously when it was noted by John Hoover, author of How to Work for an Idiot: Survive and Thrive Without Killing Your Boss, that “the more incompetent someone is, the faster their career takes off”.
My theory is when we have a glutton of bad managers; we certainly have a great number of bad interviewers. In other words, we already have a glutton of bad managers who do not have the skills to change the culture. I honestly feel that companies need to focus on their interviewing process first, and then try to develop their management team second. I find that very few companies are using assessment tools in either the hiring and selection process or their people development process. I hear comments like, the boss does not like assessments, or we can’t open ourselves up to potential employee relations liability. I also find that they don’t have an interviewing process in place and most interviews for key positions are “winged”. I also hear that the company does not have a succession plan or even a pathway for employee development. No one, including anyone on the senior management team or in HR is focused on anything but the “bottom line”. Who cares about our people, are we profitable? No one is defining the metrics needed to improve the situation so what else can we expect but “bad managers”.
Suddenly a “red” light goes off and HR or Management now realizes that their managers really are not exhibiting the skills and competencies needed to take their company to the next level. The good people are leaving and the retention of talent is becoming a real concern……
So I ask, why are not we pulling out all the stops in talent acquisition and retention….or is it that we just want to wait until we get enough bad managers to warrant the need for training……
I think that if we look at talent acquisition and retention as a process and implement training from their orientation period, we might find ourselves focusing on the real leaders of the future.
My theory is when we have a glutton of bad managers; we certainly have a great number of bad interviewers. In other words, we already have a glutton of bad managers who do not have the skills to change the culture. I honestly feel that companies need to focus on their interviewing process first, and then try to develop their management team second. I find that very few companies are using assessment tools in either the hiring and selection process or their people development process. I hear comments like, the boss does not like assessments, or we can’t open ourselves up to potential employee relations liability. I also find that they don’t have an interviewing process in place and most interviews for key positions are “winged”. I also hear that the company does not have a succession plan or even a pathway for employee development. No one, including anyone on the senior management team or in HR is focused on anything but the “bottom line”. Who cares about our people, are we profitable? No one is defining the metrics needed to improve the situation so what else can we expect but “bad managers”.
Suddenly a “red” light goes off and HR or Management now realizes that their managers really are not exhibiting the skills and competencies needed to take their company to the next level. The good people are leaving and the retention of talent is becoming a real concern……
So I ask, why are not we pulling out all the stops in talent acquisition and retention….or is it that we just want to wait until we get enough bad managers to warrant the need for training……
I think that if we look at talent acquisition and retention as a process and implement training from their orientation period, we might find ourselves focusing on the real leaders of the future.
Wednesday, August 15, 2007
Networking Strategies for Success
All businesses, small and large, need to explore every possible venue to grow. A venue that is extremely valuable, but underutilized, is networking. Networking, sometimes referred to relationship selling, includes the sharing of ideas, resources, and other information that can benefit all parties. Jessica Lipnack and Jeffery Stamps in the ‘Networking Book’ define networking as people connecting with people, linking ideas and resources. Ronald L. Krannich in ‘Network Your Way to a Job’ and ‘Career Success’ states that networking is a communication process – exchanging information and receiving advice and referrals. Networking relates to results, relationships, effectiveness, and efficiency, and involves promoting yourself and others, giving, receiving, contributing, accepting and supporting. These words reflect a mutually beneficial relationship.
Networking has often been compared to other means of generating business such as cold calling, advertising and public relationships, but networking usually comes out on top in terms of providing the greatest return on investment. People like to do business with people that they trust and where there is confidence in the quality of service provided. There are many benefits to networking: it has been shown to generate 80 percent more results than cold calling; referral business compared to business generated from advertising is easier to close and costs a lot less; and a referred customer has a higher sense of trust, has fewer objections and remains a client longer. Networking is typically far less expensive compared to an extensive public relations campaign.
Another aspect of networking today is the need for relationships. Every relationship is th one of give and take. Ivan Misner, founder of Business Networking International and author of numerous best sellers on networking, coined the phrase “givers gain.” Relationships are more important today than ever because our work environment is in constant change, the workplace has become technological in nature, our job descriptions and roles have become broader in nature, we experience more stress than ever before, and living without a strong reference group is a troubling phenomenon of modern times. People, who fail to realize that in the end that all business is conducted through personal relationships, will fail themselves.
The following are some opportunities for networking:
- Casual Contact: Any general business that allows membership to include many people from various overlapping professions. An example of such would be your local chamber of commerce.
- Strong Contact: Any group that allows only one member per profession or business that meets weekly for the express purpose of exchanging leads and referrals.
- Community Service: Any group that exists for the primary purpose of serving the community, such as Rotary, Kiwanis, or Lions.
- Professional Organizations and Associations: Any group of people in a single profession or business, whose primary purpose is to exchange information and ideas, such as a state medical equipment supplier or a local managed care group of nurses.
- Social and Business Groups: Any group with a dual purpose that combines pleasure with business with the emphasis on the social aspect. Examples of such are the Jaycees or a Gourmet Club.
- Women’s Business Organizations: The National Federation of Business and Professional Women.
Your best plan is to visit several networking opportunities within each group and select a well-rounded mix of organizations to join. Make sure that you visit each at least twice and talk to the members to get your questions answered.
Remember, sales are like hunting for new customers and networking is like farming because you are cultivating relationships. To be successful in networking, you must first participate, communicate, education, and then reciprocate. If you haven’t done any networking to date, then start now by sitting down and creating your networking referral marketing plan.
By Richard Hohmann
Tuesday, July 10, 2007
All Employees Should Use Feedback to Create a Better Workplace
by Richard Hohmann, Senior Consultant and Vice President of Innovative Leadership
Everyone is talking about employee engagement. Everyone is trying to make every employee “emotionally well-rounded”. The real key to engagement, emotional intelligence, or whatever is the communication that is the result of your understanding of yourself and the behavioral style of the person you are trying to talk to. It is important that feedback becomes the mainstay of any communication within an organization. Communication is a two-way dialog that is the responsibility of both the manager and the employee to provide feedback in a timely manner that can support the company in this highly competitive world. Proper feedback can provide enhancements in policy and procedure, quality assurance, rapid responses to customer needs, and much…much more.
Everyone within a company should try to follow these guidelines for proper feedback:
1. Make feedback Routine – don’t wait to communicate a success story or a customer complaint, or whatever so that others are able to provide resolution if necessary in a timely manner…..make feedback part of your communication plan of action.
2. Make feedback yours – own the feedback by using personal pronouns like “I” and “We” and make sure the wording of your sentences eliminate any potential for “accusatory” comments.
3. Make feedback timely – it is so important and much more effective to offer corrective instruction or solutions immediately after the behavior or action in question rather than waiting hours, days, weeks or months.
4. Make feedback clear – make sure your feedback is understood both in the right context but also in regard to the recommended action. Everyone should be encouraged to speak up about any reservations or questions they may have with the feedback information.
Wednesday, June 27, 2007
The Search For Talent - What Happens After the Boomers?
What are our real people challenges? Starting in three years, “Boomers” will be retiring at a 10 million clip per year for the next ten years. Many will continue to work but will work only where and when they want to work. This will leave us with a lot of part-time employees that require flex-time as a benefit. We will be at their scheduling mercy. The Department of Labor has been forecasting a major labor shortage of young people to fill the ranks. So, where are we going to search for talent?
In an interview The Conference Board of Canada conducted with leading management guru, Dave Ulrich, he emphasized that the 21st century will belong to human resources and to organizational capabilities. I agree with him as did the Conference Board of Canada. For the first time in the history of management, it is the human mind that is the primary creator of value. The quality of people and their engagement will be critical factors to both corporate and small business vitality and survival.
Companies must start building their leadership pipeline by formulating a developmental plan for its people. Leadership must be considered a role rather than a function, and individuals within a company must be called upon to exercise leadership within their spheres of influence internally. Succession planning by position and defining the importance of that position to the overall success of the company is a must. What is your succession plan for the future development of your company? What does it look like?
No market is more competitive than ours for employees. No market is more competitive than ours for management talent. In a tight labor market, like the one in which we are about to enter, a strong employment brand identity must be present. You will have to capture a larger portion of the employee mindshare by setting your company apart from the competition by branding your attractiveness to engagement. You will have to make sure that your employees are engaged and that they understand the real purpose of the organization. In our management development courses, we talk about “connecting the dots” for all employees within the company. Managers must exhibit the ways and means to motivate employees to become engaged and make sure at the same time they are connected to the mission and vision of the company. It is even more important that they understand the purpose. We need to provide an environment where the rate of learning exceeds the rate of change. Not an easy task even for the high achieving manager.
This culture of engagement and purpose can be achieved if we hire the “right person” for this culture. As business owners, we need to develop a Hiring and Selection Process that both demonstrates the flavor of our company in terms of a “brand” that attracts the candidate that is the “right person” for the position. What does your Hiring and Selection Process look like? Are you fitting the candidate to the job or the job to the candidate? You better get ready soon because us “Boomers” are coming and the fit needs to be right.
Author: Richard J. Hohmann Jr.
P:(609) 390-2830
In an interview The Conference Board of Canada conducted with leading management guru, Dave Ulrich, he emphasized that the 21st century will belong to human resources and to organizational capabilities. I agree with him as did the Conference Board of Canada. For the first time in the history of management, it is the human mind that is the primary creator of value. The quality of people and their engagement will be critical factors to both corporate and small business vitality and survival.
Companies must start building their leadership pipeline by formulating a developmental plan for its people. Leadership must be considered a role rather than a function, and individuals within a company must be called upon to exercise leadership within their spheres of influence internally. Succession planning by position and defining the importance of that position to the overall success of the company is a must. What is your succession plan for the future development of your company? What does it look like?
No market is more competitive than ours for employees. No market is more competitive than ours for management talent. In a tight labor market, like the one in which we are about to enter, a strong employment brand identity must be present. You will have to capture a larger portion of the employee mindshare by setting your company apart from the competition by branding your attractiveness to engagement. You will have to make sure that your employees are engaged and that they understand the real purpose of the organization. In our management development courses, we talk about “connecting the dots” for all employees within the company. Managers must exhibit the ways and means to motivate employees to become engaged and make sure at the same time they are connected to the mission and vision of the company. It is even more important that they understand the purpose. We need to provide an environment where the rate of learning exceeds the rate of change. Not an easy task even for the high achieving manager.
This culture of engagement and purpose can be achieved if we hire the “right person” for this culture. As business owners, we need to develop a Hiring and Selection Process that both demonstrates the flavor of our company in terms of a “brand” that attracts the candidate that is the “right person” for the position. What does your Hiring and Selection Process look like? Are you fitting the candidate to the job or the job to the candidate? You better get ready soon because us “Boomers” are coming and the fit needs to be right.
Author: Richard J. Hohmann Jr.
P:(609) 390-2830
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Wednesday, May 23, 2007
Time For an Attitude Tune-Up
by Richard Hohmann, Vice President of Innovative Leadership www.InnovativeLeadershipdv.com
Spring is the time for an attitude change. Maintaining a positive attitude through the winter months can be difficult. In our leadership courses, we define attitude as “Habits of Thoughts.” A formulated attitude appears as the behavior of the individual performing a particular activity or action that may or may not be productive.
On the surface, attitude is the way you communicate your thoughts to others. A thought is sometimes described as mood and is your mental focus on the outside world. By focusing on things that are appealing to you, you see situations as either opportunities or failures. It is important to realize that attitude is the disposition you transmit to others at home or in the office.
A positive attitude is certainly the most priceless characteristic that one can possess. Positive attitude is the common thread of all leaders and successful business owners. It is important to see things from the inside looking out. By focusing on the positive factors of our environment, it is easier to maintain a positive attitude. We spend over half of our waking hours in the work environment. The workplace becomes a more pleasant environment when employees and managers exhibit a positive attitude. Workplace diversity, whether it is cultural or generational, can be rectified with a positive attitude. This can help communication with each other, even with a language barrier.
Success in the workplace depends on both your technical skills and human relations competencies. Building good workplace relationships must begin with a positive attitude. Everyone must understand that they have the capacity to be positive under any circumstances and the behavior they exhibit in conflict and communication is a direct result of their attitude. A positive attitude triggers enthusiasm in our self and in others. We devote a whole session to enthusiasm in our “Selling Strategies Course,” in regards to the development and maintenance of a positive attitude.
Do not underestimate the value of a positive attitude. It certainly helps generate higher energy and greater creativity. Attitude maintenance is a daily and weekly process that everyone should engage in. No matter how strong we think we are, we need to renew or tune-up our attitude.
For information on Courses and Workshops Available for Leadership and Communication Skills call Rich at 609-390-2830
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