PORTFOLIO

BENEFITS - Page 2
COMMUNICATIONS - Page 8
COMPENSATION - Page 12
CONFLICT RESOLUTION - Page 25
CREDENTIALS & INTERESTS - Page 28
DIVERSITY - Page 39
EMPLOYEE RELATIONS - Page 44
ENGAGEMENT - Page 53
HRIS - Page 60
LEADERSHIP - Page 64
ORIENTATION/ONBOARDING - Page 67
PERFORMANCE MANAGEMENT - Page 72
POLICIES - Page 84
RECRUITING - Page 91
STRATEGIC PLANNING - Page 93
SUCCESSION PLANNING - Page 95
TRAINING AND DEVELOPMENT - Page 100
HR BUSINESS
EXPERIENCE/PHILOSOPHY
PORTFOLOIO
Deborah K. Johnson

-BENEFITS-
STATEMENT
The key to a good benefit plan is
1. A good broker
2. A good broker
3. A good broker
I believe that a sense of fairness needs to be instilled in
administering the program. The only way I know to
accomplish this is to apply the rules the same to everyone,
no matter what.
2

APPLICATIONS
Revamped/implemented new benefit programs.
Company ABC
At ABC a Board member was our broker. Implemented an RFP
initiative to “just look at what was out there”. When
compared the entries, went with a new broker and a much
more robust plan. Saved the company around $500,000
annually.
Later, restructured the prescription program and saved
another $50,000 annually. Also added employer paid Short-
Term Disability and employee paid vision, identity theft/legal
assistance, and 24-hour online doctor service plans.
Eventually went to an individual health assessment. If you
passed five basic tests you got a reduction in your premium
payment.
Company XYZ
Revamped, but really implemented, a whole new benefit
concept to the organization. The new plan saved the
organization about $100,000 annually and obtained great
coverage for the participants (see Benefit Survey Summary,
Final Benefit Proposal, 19XX Employee Costs, and New
Employee Costs).
3

Company ABC
BENEFIT SURVEY SUMMARY
A. SURVEY
1. Most Important in Health Plan
a. Preventative Care
b. Major Medical Coverage
c. Choice
d. Paperwork
2. Asking to Add
a. Preventative
b. Eye Care
c. Cost Reduction (HMO, Lower D, etc.)
3. Paying for
a. Singles - $11-$25
b. Family - $26-$50
B. THINGS TO CONSIDER
1. Rates may change
2. Three tier plan based on
a. 57 singles
b. 28 others (15 2-party; 13 family)
3. Because of growth, would be moved out of pools and into our own group plan.
Rates would be adjusted accordingly (lose age categories; help some, not others)
4

FINAL BENEFIT PROPOSAL
 Offer two Blue Cross/Blue Shield health plans
 Silver Series with an added Preventative Care package
 Preferred Gold with a co-pay
 REASONS FOR BC PLANS
1. Nationwide company
2. Selection of plans (2 plans; choice within plans)
3. Allows individual more choice
(Medica, HP MUST have referral to go to specialist)
4. More co-pay, but less out of pocket in network
5. Within network some things covered more completely
a. Chiro care, Mental Health, Chem Dep
6. Out of network some things covered more completely
a. Outpatient, office visit, physical, lab/x-ray, ambulance,
Emergency
7. Eligibility
a. 2 plans B/C - 80% of all EE who do not have group
Coverage
b. 1 Medica plan - 75% of entire EE population (we just
Squeeze by)
8. Not changing carriers
a. Easy to bring everyone across including those who are not
On board
b. Those on plan will not have to change doctors (choice of
plans)
9. Pricing - a little less
10. Competitiveness- plans cover all major areas of concern.
 Try for June open enrollment with July 1, 19xx being start of new plan
 Have an open enrollment meeting for all staff and dependents in June
 Blue Cross to present and answer question
 Opportunity to enroll at that time
5

19XX EMPLOYEE COST
$100 CMM PLAN
TYPE OF HEALTH DENTAL TOTAL EMPLOYEE
COVERAGE PREMIUM PREMIUM PREMIUM COST/MONTH
Single Health – No Dental $164.00 $0.00 $165.00 $0.00
Single Health – Employee Dental $164.00 $20.00 $185.00 $0.00
Single Health – Family Dental $164.00 $50.00 $214.00 $0.00
Single +1 Health – No Dental $394.00 $0.00 $394.00 $44.00
Single +1 Health – Employee Dental $394.00 $20.00 $415.00 $64.00
Single +1 Health – Family Dental $394.00 $50.00 $444.00 $94.00
Family Health – No Dental $461.50 $0.00 $461.50 $111.50
Family Health – Employee Dental $461.50 $20.00 $481.50 $131.50
Family Health – Family Dental $461.50 $50.00 $511.50 $161.50
$500 CMM PLAN
HEALTH MAINTENANCE PLAN
6

7
NEW EMPLOYEE HEALTH COSTS
COMPREHENSIVE MAJOR MEDICAL
COVERAGE PREMIUM PREMIUM PREMIUM
MONTHLY
COST
Single Health - No Dental $121.00 $0.00 $121.00 $0.00
Single Health - Employee Dental $121.00 $0.00 $121.00 $0.00
Singe Health - Family Dental $121.00 $0.00 $121.00 $0.00
Single +1 Health - No Dental $290.69 $0.00 $290.69 $0.00
Single +1 Health - Employee
Dental $290.69 $19.90 $310.59 $10.59
Single +1 Health - Family Dental $290.69 $51.10 $341.79 $41.79
Family Health - No Dental $340.59 $0.00 $340.59 $40.59
Family Health - Employee Dental $340.59 $19.90 $360.49 $60.49
Family Health - Family Dental $340.59 $51.10 $391.69 $91.69
HEALTH MAINTENANCE PLAN (HMO)
COVERAGE PREMIUM PREMIUM PREMIUM
MONTHLY
COST
Single Health - No Dental $114.82 $0.00 $114.82 $0.00
Single Health - Employee Dental $114.82 $19.90 $134.72 $0.00
Single Health - Family Dental $114.82 $51.10 $165.92 $0.00
Single +1 Health - No Dental $275.57 $0.00 $275.57 $0.00
Single +1 Health - Employee
Dental $275.57 $19.90 $295.47 $0.00
Single +1 Health - Family Dental $275.57 $51.10 $326.67 $26.67
Family Health - No Dental $322.88 $0.00 $322.88 $22.88
Family Health - Employee Dental $322.88 $19.90 $342.78 $42.78
Family Health - Family Dental $322.88 $51.10 $373.98 $73.98

COMMUNICATIONS-
STATEMENT
Communications need to be timely, give people
time to adapt to the change and must be simple
to follow.
A communication needs to:
1. State who, what, when, where, how (does it affect me) and, most
importantly, WHY.
2. Have multiple methods to communicate the message - people need
to see, hear, and feel/touch the message.
3. Indicate a place to go with your questions.
4. Create and send notification to the management team prior to
sending to the staff.
8

APPLICATION
NEW ADDITIONS TO THE BENEFIT PLAN AT
COMPANY ABC
Cost, Coverage, Additions
1. E-mail and printed notice that changes would be coming.
 Sent 2-months in advance (see attached notice)
2. A letter sent to the home 1 month in advance
(About 40% of our staff did not have access to day-time meetings
or to face-to-face interface with their management team.)
3. Continuous e-mail updates during the last month
4. Posters announcing the new changes (who, what, when, how -
see attached Poster)
5. Special e-mails to the managers with talking points so they
could answer questions.
All of the above insured that the new benefit plan and the
changes associated with it went into effect with as little
disruption as possible saving the organization time and
money.
9

Free Health Risk Assessment (HRA)
Company ABC is offering a voluntary health risk assessment as part of a company sponsored wellness program. The purpose
of the assessment is to make you aware of health risk factors that can lead to future disease and to support you in taking the
necessary steps to achieve optimal health. This year we are gathering baseline data. In the future, your results may reduce
your medical insurance premiums.
Why should I participate in the HRA?
 Comprehensive – you will be tested for many of the health factors that are typically included in a routine physical
exam.
 Convenient – a qualified examiner conducts the health screen at your worksite during work hours.
 Confidential – your employer does NOT receive a copy of your individual health risk report, only you have access
to your personal results. Your employer will have access to aggregate group reports that protect individual
confidentiality. The reports indicate your company’s overall risks and wellness program interests.
 Current – you will become aware of your personal health risk factors and the lifestyle changes you can make to
start improving your health.
 Cost – there is NO cost to you for this service. Fees for similar tests done at your physician’s office would be
substantial. This year, you will earn a $50 award for participating.
The HRA Process
Health Risk Assessment Forms
Participants complete a health risk questionnaire and sign a laboratory consent form prior to their health screen and
bring both forms to their health screen appointment. The questionnaire addresses lifestyle behaviors such as
smoking, seat belt use, exercise activity and alcohol consumption. Your employer will provide you with instructions
for scheduling your health screen appointment.
Health Screen Appointment - Biometrics & Blood Draw
Participants are measured for: height / weight / wrist / waist / hips / blood pressure
Participants have their blood drawn from a vein in the arm and the blood is tested for: total cholesterol / HDL / LDL /
triglycerides / glucose / nicotine / GGT (liver function) / blood chemistries
Individual Health Risk Reports
Approximately 3 weeks after the health screening date, all participants receive a health risk report outlining each
risk category and their score. A toll free number is provided if participants have any questions about their results.
The individual health risk reports include:
 An easy-to-read report with individual results and the xxxxxx Scoring Table.
 A protocol for medical referrals & behavior alternatives (if any of the reported results require your doctor’s
attention, it will be indicated on your report as a “medical alert”).
 Comparison information allowing the participant to track changes in their health risks from year-to-year.
 “Interpreting Your Health Risk Report” – a guidebook for understanding your results and improving your
health. The guidebook gives an explanation of each measurable health risk and offers ways to improve your
lifestyle and reduce those health risks.
 Instructions for creating a secure online account to view the health risk report (for participants to print
additional copies of their report).
10

LOWER
YOUR MEDICAL PREMIUM RATE!
MEDICAL PLAN CHANGES
EFFECTIVE JANUARY 1, 20xx
TALK WITH YOUR HR
REPRESENTATIVE FOR MORE
INFORMATION!
11

-COMPENSATION-
STATEMENT
For a compensation system to really work you need
buy-in/cooperation from those who will be using it.
Pay discrepancies can lead to not only a lot of stress
among employees, but to legal actions as well.
One of the most important functions that HR
performs is ensuring consistency in how the
organization applies its policies and procedures
across the organization.
12

PILLARS OF COMPENSATION
1. Up-to-date and complete job descriptions.
If you don’t have these, this is where you need to start
2. A philosophy of where you want to be paying in the
market place (see Our Compensation Philosophy).
Do you want to lead, lag or meet the market in your compensation.
3. A written policy on compensation practices and
philosophy (see Compensation Guidelines).
13

APPLICATION
Developed a complete compensation program for one
of the organizations I worked with (see Compensation
Guidelines - Company ABC). None had existed before.
It took two times through the job descriptions (see Program
Manager) before getting them into some kind of marketable
form. A lot of rewriting.
There were several jobs doing the same work but called
different titles; some jobs called the same thing, but
paid differently, etc.
The final plan contained nine (9) pay grades with several levels of jobs in
each (see Laying out the Compensation Plan and Final Pay Grades).
The entire comp plan was tested for discrimination when it was
completed.
This started the process of bringing pay practices into commonality. The
organization started moving towards reducing the risk of possibly being
incompliant with the FLSA.
14

OUR COMPENSATION PHILOSOPHY
OUR COMPENSATION PHILOSOPHY
Company ABC is adopting these guidelines to articulate our philosophy in compensating our
employees. Our employees are the heart of this organization, the most critical factor in our
being able to extend the new opportunities to our program participants which is the core of our
mission.
We strive to offer a workplace rich in personal and professional satisfaction to help complement
our tangible compensation program. We hope that the impact our employees are able to make
in the lives of our program participants brings enrichment and satisfaction and is truly a
component of our compensation program.
The tangible components of our compensation program include:
 Financial compensation
 Benefits, including health (individual or family), life disability, and worker’s compensation
insurances.
 Sick leave
 Paid vacation time
 Personal days off
Company ABC’s compensation program is designed to:
 Compensate employees competitively.
 Provide appropriate compensation increases.
 Offer individual recognition to employees who meet or exceed measurable and identified
organizational goals.
 Create quality and consistency in compensation administration.
 Support our organization’s mission and values.
 Contribute to the professional growth of individual employees.
15

TABLE OF CONTENTS
OUR COMPENSATION PHILOSOPHY....................................15
IMPLEMENTING THIS COMPENSATION PLANError! Bookmark not define
EXPLAINING PAY RANGES......................................................
EXEMPT POSITIONS ......................................................................................................
NON-EXEMPT POSITIONS—VARYING RATE...............................................................
NON-EXEMPT POSITIONS—STEP RATE......................................................................
ADJUSTING THESE RANGES ........................................................................................
OVERVIEW – ADJUSTING EMPLOYEE COMPESATIONError! Bookmark n
defined.
EMPLOYEE COMPENSATION AND ORGANIZATIONAL RESULTSError! Bookmark not defined.
PERMANENT COMPENSATION ADJUSTMENTS .......................................................................................
ONE TIME COMPENSATION PAYMENTS ...................................................................................................
HOW COMPENSATION RATES & RANGES ARE DETERMINEDError!
Bookmark not defined.
BENCHMARKING .......................................................... Error! Bookmark not defined.
Step 1 ......................................................................................................Error! Bookmark not defined.
WHEN COMPENSATION CHANGES ARE AWARDEDError! Bookmark not
defined.
STEP RATE.................................................................... Error! Bookmark not defined.
EXEMPT & NON-EXEMT–VARIABLE POSITIONS....... Error! Bookmark not defined.
HOW SPECIFIC EMPLOYMENT ACTIONS AFFECT COMPENSATION
WHEN AN EMPLOYEE CHANGES POSITIONS.............................................................
TEMPORARY AND VARIABLE SCHEDULED EMPLOYEES..........................................
EMPLOYEES ON LEAVE OF ABSENCE (LOA)............ Error! Bookmark not defined.

JOB DESCRIPTION
This is a description of a staff job, NOT a job opening announcement. The following statements are
intended to describe the general nature and level of work being performed. They are not intended
to be construed as an exhaustive list of all responsibilities, duties and skills required of personnel so classified.
Working Title:
Job ABC
Job Class Title:
Program Manager
Job Family:
Manager
Reports To (Position Title):
Division Director or
Sr. Manager
FLSA Wage and Hour Class:
Exempt – Professional
WC Code:
8868
Pay-Grade: 7 Effective Date:
01/01/20XX
Revision Date:
Primary Duty:
Supervisory responsibility for the XYZ Program. This includes supervision of staff, coordination of assigned
program components, implementation and quality assurance of policies and practices. The Job ABC
position serves as a resource to Program clients focusing on the primary objective of the Program.
Essential Duties and Responsibilities:
 Administration
o Monitor budget for assigned program.
o When appropriate, serves as a liaison with funding and regulatory agencies and bodies.
o Develops program policies and procedures with program director approval
o May monitor MA and County Billings for assigned program.
o Complete month Intake Schedule
o Implements and functions within the policies and procedures and practices established
at the program for the staff under his/her supervision and assure they are in compliance
with organizational and regulatory agencies’ standards.
 Program Planning
o Assist the program director with program development and implementation
 Supervision
o Recruit, lead, manage, train, supervise, recognize, and develop staff to achieve
established objectives; provide quality services in a work environment reflecting
teamwork and mutual respect.
o Conduct or supervise annual performance reviews of all staff, including assessment of
past year accomplishments corresponding to objectives set in previous reviews, coming
year objectives corresponding to current program goals, and professional development
objectives.
o Meet affirmative action goals established by the organization while maintaining a work
environment which respects and supports cultural competence and proficiency.
o Provide at least monthly face-to-face supervision of assigned staff.
o Back-up to XYZ jobs in their absence.
o Review files monthly for Jobs EFG.
o Assist employees in the management of workload.
o Review all plans, reviews and client summaries
 Community Relationships
o Establish and maintain positive relationships with professional and lay individuals and
organizations interested and/or working in the specified area.
o Develop and maintain positive relationships with other professionals, lay individuals and
organizations that have some. or may have some, relationship to the program model
through the Program.
o Develop and maintain positive relationships with State, County and third party
professionals, and lay individuals and organizations that are integral to the financial
management of the Program.
18

 Case Management:
o Coordinate with Program professionals to assure the completion of assessments of needs
and to develop individualized plans.
o Meet with client as described in the plan and Program policies.
o Demonstrate and teach skills clients that are addressed in the plan, such as: abc, xyz,
etc.
o Develop and utilize available area resources and make appropriate referrals.
o Provide an appropriate professional role model for clients.
o Encourage and support clients.
o Conduct 90-day reviews of plans with the completion of reports for the agency and
other government entities, outlining assessment, needs, progress and outcomes.
o Keep necessary notes documenting contact with program participant and collateral
contacts.
o Maintain program participant files.
o Complete monthly billing forms.
o Meet the requirements for professional licensing by attending weekly staff meetings and
assigned supervision meetings.
o Collaborate, develop and maintain good working relationships with other service
agencies, school and community resources and coordinate services with these
agencies.
o Attend on-going staff development opportunities in the areas of abc, xyz, and other
pertinent topics.
o Assist clients in connecting with community resources.
o Travel to settings where services need to provided.
o Participate in the Program 24-hour on-call availability on a rotating basis.
o Participate in other Program duties as scheduled.
o Represent the agency in a professional manner in the community.
 Assures program participant privacy is maintained by being knowledgeable and following
HIPAA privacy and security regulations.
 Work as many hours as needed to complete the job.
 Attendance.
 Other duties as assigned.
Supervisory Responsibilities:
 Works under moderate direction.
 Supervises others.
Decision Making Authority/Self-Initiative:
 Authority to formulate, affects, interpret, or implement management policy/procedure.
 Carry out major assignments in conducting the operation of the business.
 Perform work that affects the business operations to a substantial degree.
 Hiring, firing, advancement, promotion or any other decision in employee status, or his/her
recommendations regarding such are given particular weight.
Professional relationships to be maintained:
 Xxxxxx, yyyyy, co-workers, community, general public.
Qualification Requirements:
Education/Experience:
 Bachelor’s degree in xyz from an accredited college or university
 5 years’ experience in the delivery of Program services.
19

Language/Communication Skills:
 Ability to communicate effectively, both orally and in writing.
 Ability to work with a diverse population of individuals by using tact, diplomacy and flexibility.
Mathematical Skills:
 Basic math skills are required for this position.
Reasoning Skills:
 Ability to assess needs and develop logical and obtainable goals.
 Analysis
 Creative problem solving
 Decision making
 Negotiating/Mediating
Other Skills/Requirements:
 Ability to be a positive team member
 Prioritization
 Multi-tasking
 Organizational skills
 Interpersonal skills
 Networking
 Confidentiality
 Computer proficiency
 Ability to travel
 Quality assertiveness
 Patience
Physical Demands:
General
Balancing
Hearing
Pulling
Climbing
Kneeling
Talking
Stooping
Crawling
Walking
Grasping
Carrying
Standing
Sitting
Crouching
Reaching
Bending
Eye Sight
Close vision
Distance vision
Peripheral vision
Depth perception
Ability to adjust focus
Lifting Requirements
Up to 10 pounds
Up to 25 pounds
Up to 50 pounds
Up to 100 pounds
More than 100 pounds
Typical tools, equipment and materials utilized:
Typical office equipment is used in the performance of this position. Some time is spent in program
participant’s homes and in meetings.
Work Environment:
The work environment is an office setting.
Exposures
 Airborne particles Chemicals Fumes Odors Toxicants
Caustics Explosives Noise Temperature Vision Strain
Blood Borne Pathogens N/A
20

LAYING OUT THE COMPENSATION PLAN
BENCHMARKING AND PAY GRADE DEVELOPMENT
 Here’s our jobs – 25 Job Classes with 62 Titles; 191 Organizational Titles (down from 279 program titles)
JOB CLASS – NEW TITLES
 61 New Organization Title jobs were benchmarked to about 50 market jobs
 Determined minimum – midpoint – maximum pay for the 50 market jobs based on salary surveys
SUMMARY UPDATE
 Determined minimum – mid-pay – maximum for the 61 jobs; based on ADP runs
 Placed the 50 market jobs into Pay Grades/category where each fit.
1
st
Page of FINAL – 50
o Grades are based on Market Midpoint
 Market Midpoint = average of all survey midpoints (SUMMARY UPDATE)
o Start with the lowest market midpoint you have – move up 15% for the midpoint of the next grade.
o “Break” of a grade is midpoint of the next range –
o Any job placed in this category/grade must have a midpoint that is below the Break point.
 Matched 61 jobs, by the mid-pay of each, to the 50 benchmark jobs in the pay grades they now resided in.
First Page of FINAL – 50
 Below means below the mid-point
 Above means above the Break
 Created the grade spread
o Each grade has a 40 –50% spread (e.g. 20% either side of the midpoint)
2
nd
Page of FINAL-50
 Based on the Job Class Title each of the 61 jobs fell into, placed the entire Job Class Title into the associated
Pay Grade
o E.g. Accounting Manager fell into our Program Manager Job Class Title, therefore, all jobs that fell into
the Program Manager Job Class Title would be classified in the same Pay Range as the Accounting
Manager.
 General guideline used: Job Class Level II/Middle = Market Category  Level I is one grade
lower; Level III is one grade higher.
3
rd
Page of FINAL – 50
FINAL GRADE LAYOUT – ALL
PLAN
 1
st
part up to How Comp Rates & Ranges are Determined – has been reviewed and approved by our
Program Directors.
 2
nd
part – has been reviewed/looked at by CEO and Program Directors
 EE Plan – no New Hire, How to Award, Market Adjustment
21

FINAL PAY GRADES
Grade 1 Grade 2 Grade 3
Salary Hourly Salary Hourly Salary Hourly
Minimum *** $8.10 *** $9.32 *** $10.72
Mid *** $9.72 *** $11.18 *** $12.88
Maximum *** $11.34 *** $13.04 *** $15.00
Aide I (N) Aide II (N) Aide III (N)
Program Assistant (N) Cook (N) Clerk I (N)
Food Service Worker (N) Analyst I and II (N) Analyst III (N)
Custodian I (N) Custodian II (N)
Driver (N) Maintenance I (N)
Program Assistant I (N) Program Assistant II (N)
Receptionist (N) Program Associate I (N)
Specialist I (N)
Supervisor - Line (N)
Hourly
Salaried
Professional
22

Minimum $22,646 $12.33 $28,309 $13.61 $32,573 $15.66
Mid $30,763 $14.79 $35,380 $17.01 $4 $40,705 $19.57
Maximum $35,900 $17.26 $42,453 $20.41 $48,838 $23.48
Clerk II (N) Accountant I (N) Accountant II (N)
Analyst - Advanced (N) Clerk III (N) Manager - Area (E)
Office Manager I (E) Analyst - Senior (N) Office Manager III (E)
Maintenance II (N) Maintenance III (N) Practitioner III (E)
Practitioner I (E) Office Manager II (E) Program Coordinator III (E)
Program Assistant III (E) Practitioner II (E) Client Services I-3 (E)
Program Associate II (N) Program Associate III (E) Client Services II (E)
Program Coordinator I (N) Program Coordinator II (E) Supervisor - Program (E)
Specialist II (E) Client Services I-1 and -2 (E) Tech III (N)
Tech I (N) Specialist III (E)
Supervisor - Area (E)
Tech II (N)
23

Minimum $37,461 $18.01 $43,077 $20.71 $49,564 $23.82
Mid $46,820 $22.81 $53,851 $25.09 $61,942 $20.70
Maximum $56,181 $27.41 $64,626 $31.07 $74,339 $35.74
Accountant III (E) Director - Unit (E) Director - Area (E)
Manager - Program (E) Manager - Senior (E) Attorney (E)
Professional I (E) Professional II (E) Professional III (E)
Client Services III (E)
24

-CONFLICT-
RESOLUTION-
STATEMENT
The job of Human Resources in these intense situations
is to help the parties involved discover their own
resolutions.
HR needs to listen to each person to ensure that their
side of the story is heard, to ask a lot of questions, and
to offer ideas on how to resolve the situation.
25

APPLICATION
Two managers who were having a dispute over a
shared employee and the time each one was getting.
I sat them down and had each tell their side. I asked a lot of questions
like, “And that isn’t good for you because…? What if we tried….? John,
how do you think we can help Bob out with this issue…?”
What we finally worked out was that we would change the hours
around and they would each have two hours in the morning and two
hours in the afternoon. All happy campers!
Take a look at the 3-fold brochure I created on Negotiating Skills as an
HR Tool at Company ABC.
26

NEGOTIATING
SKILLS
Understand the conflict situation
 How does the other side see it?
 Why has the conflict developed?
 Consult others from different
fields for advice and explanation
Decide What You Want
 What are your interests?
 What are your priorities and how
firm are they?
 What kind of decisions by the
other side might serve your
interests?
Analyze the Other Side
 What do they want?
 What are their interests/priorities?
 What kind of decisions would they like
you to make?
 What is their bottom line?
 What are the actual personal
characteristics, needs and
negotiating style of the other
side?
 What might they see as
pros/cons of making the
decisions you want them to
make?
 How will you have to present the
pros/cons for them to be able to
make a decision?
Develop a Strategy
 Organize your case
 Simplify and rank your issues
 Develop a starting position and a
fallback position on each issue or set of
issues
 Formulate arguments to persuade, not
to prove you're right
 Formulate some possible trade-offs you
might make with the other side.
 Plan out a procedure
 Plan your agenda
 Determine in advance the limits of
your authority
 Be realistic about your
position/demands

27
What's the best alternative to a negotiated
agreement? What is your bottom line?(Any
agreement would be preferable to no
agreement.)
What issues should you avoid?

-CREDENTIALS
AND INTERESTS-
I. Resume
II. References
III. Affiliations
IV. MA in Human Resources
V. Mini-MBA
VI. Certifications - SPHR; SHRM CSP
VII. Deluxe Project Management Certificate
VIII. Interests and Activities
28

DEBORAH K. JOHNSON, MA-HR, SPHR, SCP
3211 39th
Avenue S.
Minneapolis MN 55406
(612) 722-6462 (H)  DebJohnson56@gmail.com  http://www.linkedin.com/in/DebKJohnson
HUMAN RESOURCES LEADER  HUMAN RESOURCES MANAGEMENT  GENERALIST
Developer of people and processes that strengthen business outcomes
Results-oriented leader with progressive Human Resources management experience in both functional management and
change management roles. Recognized for success in aligning employees and HR process/system development with
organizational strategy. Partners with leaders to design and implement creative, yet practical, business focused HR
solutions. Experience includes:
Processes People Systems
 Compensation & Benefits  Employee Relations  HRIS Technology (lead)
 Change Management  Talent Management  Budget Management
 Project Management  Leadership Development  Organizational Restructure
 HR Policy  Business Partner Relations  Talent Sourcing Structures
 Performance Management  Coaching  HR Auditing
 Strategic Planning  Employee Engagement  Microsoft Office Suite
Profit/Non-Profit - Public/Private - Union/Non-Union - Service - Technology - Manufacturing - Government - Financial - Professional
PROFESSIONAL EXPERIENCE
PROFESSIONAL CONSULTING 2014 - Present
 Provide professional consulting services for small businesses on HR functions, best practices, compliance and
other HR needs.
 Includes, but is not limited to: HR audit, policy development, employee handbooks, protocols, HIPPA
implementation/updates; job analysis/descriptions, performance management development/update, HRIS
applications, hiring processes, employee relations, record keeping, safety, training, and development.
CITY OF MINNEAPOLIS, Minneapolis MN 2013 - 2014
Local municipal government body tasked with the operation of the city through 4,000 employees.
Manager, Strategic Workforce Solutions
Provided strategic HR leadership to the organization through management of the HR Generalist teams: 7 Generalists, 7 HR
Consultants (reporting to Generalist); 4 HR Associates. Member of the Sr. Leadership team.
 Charged with increasing the professional knowledge base of the HR Generalist staff. Instituted new performance
goals for Generalists to include professional development and memberships objectives where none had existed.
Resulted in broader professional knowledge based Generalists able to provide enhanced, up-to-date consulting
to client departments.
 Contributor and HR practice SME in development of new applicant tracking and HRIS/Payroll implementation
design. Provided an experienced viewpoint regarding leading-edge configuration of processes and systems,
including workflow strategies that resulted in new ways of thinking regarding current paper-based
processes/systems.
 Worked with various City departments to provide strategic HR leadership and tactical support as needed.
Ensured continuity of service.
VOLUNTEERS OF AMERICA OF MINNESOTA, Minneapolis MN 2004 – 2012
A non-profit organization providing social services to individuals in Minnesota through 900 professional and hourly
employees located across Minnesota.
29

Senior Director, Human Resources 2011-2012
Director, Human Resources 2004-2011
Reporting to the CEO, provided strategic HR leadership to the organization through HR functional management and as a
member of the organization’s Senior Leadership Team. Led, coached and developed a 7-person team, including three HR
Business Partners and one Benefit Manager, providing collaborative support to employees and leadership. Managed an
annual budget of $700,000. Dotted line management of payroll.
 Contributed to organizational effectiveness and strategic planning as a member of the Senior Leadership Team.
Resulted in multiple re-organization plans, greater company cohesiveness and increased employee engagement.
 Restructured Human Resources Department to an HR Business Partner model to effectively support the business
strategy of a diversified organization.
 Restructured the benefits program saving the organization nearly $500,000 annually in benefit costs.
 Developed and implemented a wellness program with “teeth” - the employee’s portion of the health premium
was based on a health risk assessment score. Contributed to better employee health, reduced cost for some
employees, and maintained the health care costs of the organization.
 Advised and coached supervisors/management on employment law and employee relations best practices.
Resulted in consistent application of management practices.
 Dropped the Workers’ Compensation rate by .41 points resulting in $100,000 in annual premium cost savings and
a healthier, safer workforce.
 Developed and facilitated various employee and manager training/development programs allowing for
consistent application of policy and processes across the organization.
 Implemented a new leadership performance management process. For many employees, this was the first
review in several years.
 Instituted an employee engagement survey as part of strategic retention. Named one of the Star Tribune’s Top
Workplaces in 2012. Met a goal of the strategic plan and increased employee participation in the business.
 Developed an employee relations strategy and minimized legal risk to the organization.
 Implemented new termination procedures that resulted in reduction in lost unemployment cases.
 Developed and implemented first ever compensation plan for the organization creating consistent pay levels and
practices.
 Restructured the organization’s recruiting practices to an on-line recruiting process that opened up new
candidate options; delivered higher quality applicants while expanding the advertising approach at relatively
comparative costs.
 Developed, designed and managed implementation of numerous HR policies and procedures that resulted in
desired operational and organizational changes.
 Researched, evaluated, implemented and trained user on HRIS systems (Project Lead - ADP Personnel, ADP/HRB,
Great Plaines Dynamics) with self service functions. Resulted in automated, integrated, and consolidated
systems, saving FTE expenses, overpayments, & lost management time.
 Presented to the Board on HR related issues.
DELUXE CORPORATION, Shoreview MN 1999 – 2004
The largest provider and manufacturer of consumer/business checks/business forms with 9,000 employees nationwide.
HR Generalist – Employee Relations
Reporting to the Executive Director of HR, recruited to a team of 17 corporate HR partners to implement cost savings,
business process changes using HRIS (e.g. performance, attendance, time keeping, time-off).
 Chaired sub-committees with several multi-functional development teams to define the business practices
associated with the new SAP HRIS implementation (e.g. onboarding, self-service, leave processing).
Consolidation of systems resulted in an estimated $1.5 million in savings.
 Developed, designed and managed implementation of numerous Human Resource policies and procedures as
part of the nation-wide HRIS implementation. Resulted in consistent application of policy and created a new on-
line database to house them.
 Created and facilitated various training programs on the new policies, procedures and HRIS practices resulting in
clarification of these policies and procedures with employees and managers.
30

 Coached and mentored nationwide associates, managers and employees on various employee relations issues
and new policy clarification, including new California state rules. Resulted in consistent application of company
policy.
 In year three, raised HR’s employee engagement score to 79 as the Engagement Team Implementation Lead by
implementing business training and department operational tools for the HR Generalists (previous scores had
been 59 and 61 (20 point increase in one year).
 Developed an HR audit process for the company to assist in development of HR personnel and departmental
operations.
 Partnered with Organizational Development team to redefine performance management system and convert to
a Focal Point review process (all reviews at the same time) and succession planning.
COTELLIGENT, INC., St. Louis Park MN 1994 - 1999
A computer consulting and placement firm providing IT consultants and full-time IT professionals to the metropolitan
area. Original company (ESP Software Services, Inc.) was purchased in 1997 and became part of a nationwide
conglomerate of like agencies.
Human Resources Director 1996 – 1999
HR Coordinator/Administrator 1994 – 1996
Reporting to the President, progressed to HR positions of increasing responsibility. Supervised a department of three HR
employees. Company started with 12 and grew to about 250 employees. Launched and directed the creation of the
Human Resources function. Developed all policy, procedures and systems. Resulted in a full-service HR Department that
met the business strategy of the organization and employee needs. Managed payroll function.
 Restructured the benefits program saving nearly $100,000 annually in benefit costs. This included
implementation of new 401(k) plan.
 Developed an employee orientation program for new hires in the consulting branch of the firm. Strengthened
the on-boarding program and reduced new hire anxiety and questions.
 Researched, evaluated, implemented and trained user on HRIS systems (Lead - Ceridian, ADP Personnel, Humanics).
Drove the nationwide implementation. Resulted in automated, integrated, and consolidated systems saving the
organization expense in FTE’s, overpayments, and lost management time.
 Worked with legal firm on H1B Visa candidates and Green Card sponsorship leading to a larger and more
qualified candidate base from which to recruit.
 Advised and coached supervisors/management on employment law and employee relations best practices
resulting in consistent application of management practices.
 Provided key leadership on nationwide HR functional implementation team, partnering with new corporate
offices in San Francisco, CA, upon sale of the company. Strengthened the consolidation of various private
companies into one coherent organization.
 Co-managed the implementation/administration of an Employee Stock Purchase plan. Increased benefit option
for the employees and increased company brand identification in the marketplace.
EDUCATION/CERTIFICATION PROFESSIONAL DEVELOPMENT
UNIVERSITY OF MINNESOTA, TWIN CITIES
MAIR, Human Resources
 DELUXE MANAGEMENT TRAINING
Project Management Certification
UNIVERSITY OF ST. THOMAS
Mini MBA
UNIVERSITY OF MINNESOTA, DULUTH
BA, Music Education
BAA, Vocal Performance
 SHRM HR STANDARDS COMMITTEE
ANCI HR Performance Review Standards
Team member and subsection contributing author
 Professional Organizational Memberships:
SHRM, TCHRA, HRP
HR CERTIFICATION INSTITUTE
Senior Professional Human Resources (SPHR)
 SHRM NATIONAL CONFERENCES
SOCIETY FOR HUMAN RESOURCE PROFESSIONALS
SHRM-Senior Certified Professional (SCP)
31

REFERENCES
Jim Bettendorf
Member Sr. Leadership Team
CEO
Vista Prairie Communities
(Former: Chief Services Officer
Volunteers of America of MN)
7900 Excelsior Blvd #250
Hopkins, MN 55343
(952) 837-0540
jbettendorf@vistaprairies.org
Theresa Nistler
Director, HRIT
City of Minneapolis
250 S. 4th
Street
Minneapolis, MN 55415
(612) 673-2282
theresa.nistler@minneapolismn.gov
Bill Champa
Manager, Perform Minneapolis
City of Minneapolis
250 S. 4th Street
(612) 673-2282
bill.champa@minneapolismn.gov
Michael T’kach
President and CEO
EnerChange
23505 Smithtown Rd., Suite 280
Shorewood, MN 55331
952-562-8967
mtkach@enerchange.org
Atashi Acharya (AH-ta-shi Ah-CHAR-i-ah)
Director, Sr. Mental Health (Retired)
Volunteers of America of MN
1425 W. 28th Street, Unit 311
(612)-871-4437
acharya.atashi@gmail.com
Michael O’Keefe
Executive Director, HR
Deluxe Corporation
3680 N. Victoria Street
Shoreview, MN 55126
(651) 483-7111
michael.okeefe@deluxe.com
32

AFFILIATIONS
Society for Human Resource Management (SHRM)
 Member since 2002
 Member and contributing author to SHRM’s American National Standard
for Human Resource Management Performance Management Taskforce
(see Taskforce Members page).
Twin Cities Human Resources Association (TCHRA)
Human Resource Professionals of Minnesota (HRP)
 Member of the joint committee for CFO and HR interactions
33

INTERESTS & ACTIVITIES
TRAVEL
United States
Alabama, Alaska, Arizona, Arkansas, California, Colorado, Connecticut, Delaware,
Florida, Georgia, Hawaii, Illinois, Indiana, Iowa, Kentucky, Louisiana, Maryland,
Massachusetts, Michigan, Minnesota, Mississippi, Missouri, Montana, Nebraska,
Nevada, New Jersey, New York, North Carolina, North Dakota, Ohio, Oregon,
Pennsylvania, South Dakota, Tennessee, Texas, Utah, Virginia, Washington, Washington,
D.C., West Virginia, Wisconsin, Wyoming
The World
Austria, Bahamas, Belgium, Canada, Denmark, England, France, Germany, Ireland, Italy,
Mexico, Morocco, Netherlands, Norway, Poland, Portugal, Soviet Union, Spain, Sweden,
Switzerland
ACTIVITIES
Church Choir Director
United Church of Christ, New Brighton (current)
United Church of Christ, Anoka
Lester Park United Methodist Church, Duluth
Tutor
ABC Corporation Community Services Program
St. Paul Public Schools - Mississippi Creative Arts Magnet School 6th
grade
38

-DIVERSITY-
STATEMENT
Diversity requires cultivating a climate where people
genuinely value diversity. They can’t just see it as a moral or
legal obligation or as a means of accessing wider markets.
I feel it involves a broader definition of “diversity”. The
concept needs to include valuing all the differences in
people, not just sex, race, or disability; personalities,
leadership and communication styles, age/generations…
39

PILLARS OF A DIVERSITY PLAN
Measurement
A set of quantitative and qualitative measures that gauge the impact
of various parts of the program on overall diversity. Maybe there is a
particular manager who’s having a problem. How will you know
without metrics?
Link it to Performance
Within the organization there needs to be an understanding that a
more diverse and inclusive work environment can yield greater
productivity and help improve individual and organizational
performance. Diversity goals should be part of every manager’s
performance review.
Training
Include efforts to inform and educate management and staff about
the benefits of diversity to the organization. Diversity training should
be included in all the organization’s development programs as well.
Diverse Recruiting Plan
All individuals involved in hiring need to understand the need to
increase and look for diversity candidates.
40

APPLICATIONS
I began a program to get us more representations at diversity job fairs, such
as the MLK Day job fair. It was a hard sell. No one wanted to pay the cost.
I convinced them because of the other attendees who would be at the fair.
This started to increase our visibility in the minority communities.
I gave a training program to ALL directors on diversity and the implications
the data would have on the business, i.e. we’re going to need everyone we
can get because the numbers aren’t going to be there to fill all open
positions (see Diversity Training - Managers samples attached). We needed
to get our plan in place. The presentation opened a lot of manager’s eyes
and started discussions regarding diversity hiring.
41

DIVERSITY TRAINING - MANAGER
42

-EMPLOYEE
RELATIONS-
STATEMENT
My philosophy is that good employee relations need
to start with a clear understanding of the
expectations a manager has regarding the work the
employee will do.
Employees need to know what they are supposed to do, timeframes
for completing the work, how they are supposed to do it, and how
well it is supposed to be done all in terms of their manager.
Not having clear expectations of success leads to workplace issues with
the manager, with other employees, the business, customers, etc.
Each manager needs to define their individual job expectations.
While it’s important for the organization to have employee
expectations, in the long run it will be the relationship between the
manager and the employee that will count.
Then, you build your employee relations program around these success factors.
44

PILLARS OF EE RELATIONS
I think there are four important parts to resolving issues:
1. Be proactive - make sure the information gets out (policy,
expectation, etc. - see informational employee brochure on
Benefits).
2. Listen to really identify issues and ask questions to clarify
3. Be highly collaborative with managers
4. If necessary, help facilitate terminations
45

APPLICATIONS
I always ask if the individual has talked with their
supervisor about the issue. If not, I offer to go with
them to do so before we talk.
I also ask the manager or the individual what he/she
wants to do or have happen, and then we talk about
the reality of what we can do about it.
Manager Issue with an Employee
I work with the managers on what they want to have happen. I coach
them, rehearse them, and even have them write down what they are
going to say. Often managers just need the right words to say (see
Feedback from the Manager’s HR Processes Guidebook).
Employee Issue with a Manager
I first ask if they have talked to their manager and offer to go with them if
they have not.
Regardless, I will talk with the manager regarding the issue, not the
person, and discuss what we’d like to do/what might work.
Terminations
These are particularly hard. I like to do a training session with all
managers on how to terminate an employee. A good portion is how to
avoid getting to the termination situation all-together (see Termination
PowerPoint).
I have also published many guidebooks for HR and managers to use
on various employee relations issues (see Bookmark - Interviewing
and Brochure - Harassment Interviewing).
46

FEEDBACK
Policy Reference: Performance Reviews
1. Giving feedback is a continuous process.
2. Feedback is expected to be given to each employee whenever he/she accomplishes something,
does something well, does something incorrect, does something inappropriate, etc.
3. Managers/supervisors or designees are expected to give their direct reports feedback at the time
of the occurrence.
4. All feedback given to employees should be documented. Managers/supervisors or designees
can use the Employee Documentation Record or any other means at their disposal (see
Documenting Employee Actions).
THE BASICS OF FEEDBACK
Praising
 Be specific – Give an actual example
 Tell them how it makes you feel
 Predict their future success
Coaching – Corrective Feedback
 Be specific – Give an actual example of what went wrong
 Make expectations clear – Show them one easy way to improve their performance
 Predict their success
Wording
 Keep it positive by “saying it in the positive”
o I want
o I ‘d like
 Avoid using the word don’t
 Explain what you want, not what you don’t want
Forms you may need:
Employee Documentation Record
47

INTERVIEWING
A HARASSMENT
COMPLAINT
Meeting With a Reporting Employee
- High Level Interview Procedure -
DOCUMENTATION POINTS
 Write specific actions
 Identify time/place/people
 Use direct quotes
 Do not evaluate
OPENING
 Express interest and concern
 Thank the employee for using company
procedures.
 BODY
 Listen without interruptions
 Clarify details
 What happened?
 Who harassed?
 When?
 Where?
 How?
 Questions to ask during an interview
 What did the person involved say or
do? What was your response?
(Encourage the complainant to give you as
many facts as possible.)
 When and where did each specific
incident occur? (Make notes of days, times
and locations.)
 Has this behavior happened to you at
any other time?
 If they did not report it to you the first
time, ask the complainant why they
didn't report it.
 Was there anyone else around or
involved? (Note the names of any witnesses
who may have seen or heard about the
offensive conduct.)
 Who have you told about this
situation? (Record the names of people the
complainant has discussed this matter with.)
 Do you know anyone else who may
have had a similar experience with the
alleged harasser? (Note how other
employees may have responded to this
behavior.)
 How did you communicate to the
person that the behavior was
unwelcome or offensive?
 What was the result?
 How has this situation affected your
working conditions?
 As an employer, what would you like
us to do to correct the problem or
resolve the situation?
 Would you like to use our employee
assistance program to discuss this
matter with a counselor?
CLOSING
 Inform the employee that the Company
will not permit retaliation by management
or any other employee.
 Don't assume confidentiality, but inform
the employee that the Company will only
release information on a need-to-know
basis.
 Inform complainant what actions may
happen, duration and follow-up actions
 Thank the employee - you will get back to
him/her
51

INTERVIEWING
Do the Following
 Use the same questions
for all applicants for the
same position
 Welcome the applicant
 Ask open-ended
questions
 Listen
 Ask questions that
pertain to the job
Don't Make a Mistake
and Ask Questions
About
 Age
 Arrest Record
 Association with present
employees
 Bankruptcy and credit
affairs
 Citizenship
 Disability
 Driver's License
 Emergency contacts
 English skills
 Height/weight
 Marital status/name
chance/spouse/ children
 Organization or club
membership
 Race, color, religion,
sex, national origin
 Union affiliation
 Veteran status/ military
record
 Genetic history
52

-ENGAGEMENT-
STATEMENT
Employees want to feel good about who they are,
what they do and where they work.
I think that to begin engagement programs you first
need to develop:
POINT #1
What is your employee brand; what can they expect as an
employee of xyz corporation? And then clearly
communicate that to employees.
POINT #2
Determine a way to measure where you are and then find
places to succeed easily.
POINT #3
Develop programs to ensure that the employee brand
actually happens!
53

APPLICATIONS
Implemented the first employee engagement survey at Company
ABC.
 One of our employees nominated us for the Start Tribune Best Places to
Work in MN.
 We obtained recognition on our first try!
 I worked with the program directors to understand what the statistics were
saying about their program (see Engagement Summary PowerPoint).
 We worked together to design ways to address them
 From this information came programs such as Lunch With the President, the
need for some new training programs (like Delegation).
At Company XYZ, I led the HR Employee Engagement Work
Activities/ Opportunities/Development team the third year of our
engagement survey.
 The HR department results had not improved in the first two years. We had a
nationally dispersed HR team.
 I improved the score by 20 points the third year (see the graph HR Engagement
Scores).
 I surveyed the HR staff to see what they wanted - they want to KNOW THE
BUSINESS.
 I created monthly audio calls from the various business leaders (see Conference
Calls).
 I developed information kits that included:
o Government brochures on FMLA, HIPPA, FLSA
o Helpful hints brochures (see Becoming the Change Agent brochure
located in the back pocket of this folder)
o Org charts
o “Who to call” sheets
54

ENGAGEMENT SUMMARY
COMPANY ABC
55
 Look at our ranking against 22
other like organizations!

HR EMPLOYEE ENGAGEMENT SCORES
59 61
79
0
50
100
Scores
Year 1 Year 2 Year 3
Team Leader - Year 3
These are HR department engagement
scores for three consecutive years. We
didn’t move much from year one to two.
I led the HR Engagement team to move
the score in year three.
The programs I implemented moved the
score nearly 20 points.
COMPANY XYZ
57

BUSINESS CONFERENCE CALLS FOR HR
Sponsored by the HR Employee Engagement Work Activities/Opportunities/Development team.
In response to your requests for more information regarding the business, the WAOD engagement team has
developed a series of informational conference calls for XXXX. Members of the strategic business areas within
the Company will describe how their individual areas work and the goals and strategies they plan to use. They will
then take questions from you. We've guaranteed these folks that this group asks questions, so come
prepared!
Calls will be held from 12:00 to 1:30 p.m. (CST). Bring your lunch! Please confirm that you will be calling
in/attending at least 24 hours prior to the call (e-mail XXXXX YYYYY). Reminders will be sent a week prior.
Call in number: XXX/XXX-XXXX Code: XXXXXX
CONFERENCE CALL INFORMATION DESCRIPTION
Supply Chain and
Industrial Engineering
April 15, 20XX
Presenters: Mike O'Kelly
Gloria Garcia
(Shoreview: Room #162)
A supply chain is the set of activities required to provide
products and services to customers, starting at the point of
product design and ending with the delivery and installation
of the product or provision of a service for customers.
Industrial Engineering is involved in finding workable,
effective solutions to production problems and integrating
computers, information, and technology to operate and
control complex systems.
Manufacturing May 20, 20XX
Presenter: LuAnn Widener
Manufacturing is a transformation process where raw
materials, labor, energy and equipment are brought together
to produce high quality goods. This call will review both
DBS and DFS manufacturing operations.
Consumer Products & New
Business Development
June 17, 20XX
Presenters: Rob Little
Dave Dorn
Brad Luth
Consumer Products develops the Company's retail
products; an operation that is key to the brand image of the
organization.
New Business Development is looking for new areas and
products for the Company to market.
We will be looking at DBS, DFS and DC operations.
Customer Support July 15, 20XX
Presenter: Angie Fyfe
Customer Support is dedicated to delivering resolution to
customer issues, from defining initial requirements through
ongoing support. This call will look at both DBS and DFS
customer support.
Finance and
Procurement
August 20, 20XX
Presenters: Kathy Miller
Cathy Kuklinski
(Please note: This is a Wednesday)
Finance is responsible for providing accurate financial
information and protecting the Company’s assets.
Procurement is the process whereby purchases or
contracts are made for goods or services performed by
persons other than employees.
IT Client Operations and
IT Security
September 16, 20XX
Presenters: Judy Halva
Brad Sillman
IT Operations is involved in the deployment, operation and
routine use of information technology.
IT Security provides direction and technical expertise to
ensure that the Company's information is properly
protected.
e-Business and
Client Data Management
October 14, 20XX
Presenters: Jim Schmidt
Scott West
e-Business is conducting business on the Internet, not only
buying and selling, but also servicing customers and
collaborating with business partners.
Data Management is the function that provides access to
data, performs or monitors the storage of data, and controls
input/output operations.
Sales and Marketing November 13, 20XX
Presenters: Tom Moorefield
Greg Gerard
(Please note: This is a Thursday)
Marketing includes identifying unmet needs; producing
products and services to meet those need; and pricing,
distributing, and promoting those products and services to
produce a profit.
Sales represents the organization in the marketplace and
identifies the fit between customer needs and the
organization's products and services.
58

BECOMING A CHANGE AGENT
Change can be difficult.
Change is constant.
Change is your
responsibility. Here's some
help in becoming a better
change agent.
REASONS CHANGE AGENTS FAIL
 Not having the right people on the
team
 Not having the influential persons
involved early enough
 Trying to find a solution before
knowing the problem
 Moving too quickly - surprises can
create defensive behavior
 Not looking at the big picture - what
other areas in the system are affected
by this change
CHARACTERISTIC OF A CHANGE
AGENT
 Technically and interpersonally
competent to diagnose problems.
 Genuine, honest, realistic, and
objective
 Listens and observes - what is SAID is
not necessarily what is meant
 Able to persuade
 Not afraid to fail - take one step
forward and two steps backward
 Persistent and dedicated
 Does not force own ideas or values on
others
 Can empathize
 Encourages others
 Open to other ideas
 Effective and calm under stress
 Able to conceptualize
 Able to receive feedback on self and
programs
 Interested in solving problems
A SUCCESSFUL CHANGE AGENT…
 Understands what they are being
asked to do - ask questions to make
sure you know!
 Determines who or what is getting in
the way - investigate!
 Discusses and conquers - brings people
together who don't always see eye-to-
eye
 Works with the client to build
something that will be an improvement
on the present situation
 Works with the client to figure out how
you are going to implement what
you've designed so everyone knows
what to do, how to use it, and has the
right tools
 Remembers - you are there to be a
consultant and advisor not to oversee
the manager's job - delegate the
involvement and implementation to the
manager; that's their job
 Always creates ways to receive
feedback on a regular basis
 Makes corrections when necessary
59

-HRIS-
STATEMENT
Technology is the backbone of today’s Human
Resource Department. There is no way to deal with
all the legal compliance, reporting and operational
metrics without the use of technology. Whenever I
can, I look to technology to help out.
60

APPLICATION
I’ve implemented six (6) HRIS/Payroll systems.
 ADP
 Ceridian
 Humanics
 SAP
 ADP HRP
 Microsoft Dynamics
All of these implementations involved process change/
updates, implementing new processes and getting rid of old
ones.
Company ABC
SAP implementation. The implementation team was responsible for process
mapping (see sample FMLA Process) all HR functions and implementing
employee and manager self-service.
Company XYZ
I implemented the first HRIS, applicant tracking, and self-service systems for
the organization (see GP Project Plan).
All of these systems increased HR’s efficiency tremendously
allowing HR to concentrate on the coaching and personal
issues instead of paperwork.
61

GP PROJECT PLAN - COMPANY XYZ
SEPTEMBER
Date Task Responsibility Status
21 Finance and HR Committees meet Deb J; Robert Approved
22 Software upgrade to server Robert; Dave B Done
22-? Debit Card supplier Edwina Progressing
23 Team meeting for e-learning Deb J, Edwina Done
23 Meeting with Jeanette to talk re Master Files Deb J Done
24 Team meeting for e-learning; am all; pm HR Deb J, Edwina Done
28 Board meeting to approve purchase Mike W; Robert Approved
28 Order software after board approval Robert Done
28 Order Report Smith?? Robert; Edwina ??
29 Inform ADP of termination of contracts Robert Done
29-2nd Karen G. in to train/analyze XXX system needs Deb J Done
OCTOBER
1-30th Payroll and HR set up Team Progressing
1 Payroll, HR, Salary Matrix, Step Up Boyer Done
2 Payroll Hands on – 8:00 Edwina Done
2 Hands on, Attendance – 10:30, Migration Boyer Done
2-5 New Server and Software installed Dave Done
5+ FMLA Processing w/Jeanette Bob Done
7+ GreenShades Software Demo/Training Boyer. Deb, Edwina Done
7 Deb M and Jeanette – Benefit set up Deb M Progressing
7+ Pay Codes and GL Posting w/Karen Edwina Progressing
8 Attendance Set up Deb J Progressing
15 Order My StaffingPro Boyer
19 Leaves 9 -11:30.; Benefits 1:00; HR-2:00; Class ID Bob, Deb M&J, Edwina
21 Payroll Posting Accounts Edwina
23 All Codes set up Deb J, Deb M, Edwina
30 Migration Complete Team
NOVEMBER
1-30 Design Reports Edwina, Shirley
1 1st Data Transfer Boyer, Team
2-6 Self Service set up Deb J
9-13 Applicant Tracking set up (My StaffingPro) Bob
23 All 12/1 payroll data in Edwina
25 Run ADP 12/1 Payroll Edwina
26 THANKSGIVING
30-4th Run GP parallel payroll – Karen G. in Team
DECEMBER
10 Run ADP 12/15 payroll Edwina
14-17 Run GP parallel payroll on our own Team
21 Year End updates completed to ADP Edwina
29 Year End ADP payroll entered Edwina
31 ADP’s last day
31 Last data transfer Deb, Edwina
JANUARY 2010
1 GP HRIS goes live Boyer; Deb J
1 GP Payroll goes live Boyer; Edwina
12 First live payroll in GP Edwina
63

-LEADERSHIP-
STATEMENT
Leadership is organizing a group of people to achieve
a common goal. I am passionate about teaching,
training and developing excitement in others by
engaging them in a compelling dialogue regarding the
outcomes we want to obtain. Helping others
integrate information and learning, seeing plans come
together in a successful result, and then rejoicing in
their success is extremely gratifying.
64

APPLICATION
 Member of two Sr. Leadership Teams.
 Led the HR Employee Engagement Work Activities/
Opportunities/ Development team.
 Have led numerous HRIS implementation teams
 Three installations at Company ABC- team lead
 One multi-faceted implementation at Company
XYZ - sub-team leader
 Two installations at Company EFG - team lead
 Led the organization into an understanding of the need for
technology in the offices at ABC - very few computers at
the start of my tenure
 Lead three HR teams
 Seven (7) members at Company ABC
 Seven (7) members w/sub-reports at Company JKL
 Three (3) members at Company EFG
 Led the initiative to implement on-line learning at
Company XYZ
 Have led and directed a church choir of 25 for 28 years
65

LEADERSHIP QUOTES
The best executive is the one who has sense enough to pick good men to do what he wants
done, and self-restraint enough to keep from meddling with them while they do it. -- Theodore
Roosevelt
When I give a minister and order, I leave it to him to find the means to carry it out. -- Napoleon
If your actions inspire others to dream more, learn more, do more and become more, you are a
leader. -- John Quincy Adams
Leadership is unlocking people’s potential to become better. --Bill Bradley
The growth and development of people is the highest calling of leadership. -- Harvey Firestone
My father had a simple test that helps me measure my own leadership quotient: When you are out
of the office he once asked me, does your staff carry on remarkably well without you?-- Martha Peak
The task of a leader is to get his people from where they are to where have not been. - Henry Kissinger
A leader of men must make decisions quickly; be independent; act and stand firm; be a fighter;
speak openly, plainly, frankly; make defeats his lessons; cooperate; coordinate; use the best of
any alliances or allies; walk with active faith courageously toward danger or the unknown;
create a staff; know, love and represent the best interests of his followers; be loyal, true, frank &
faithful; reward loyalty; have a high, intelligent, and worthy purpose and ideal. Do justice, love
mercy, fear no man but fear only God. -- John W. Dodge
That’s what leadership is all about, identifying quality people, giving them the opportunity and
experience to create and develop to continue to make the company successful. The best leaders
identify and mentor potential leaders. A leader’s most important legacy is the leaders he or she
develops. -- Kenneth Strong and John Dicicco
Leadership is solving problems. The day soldiers stop bringing you their problems is the day you
have stopped leading them. They have either lost confidence that you can help or concluded you
do not care. Either case is a failure of leadership. -- Colin Powell
The moment you feel the need to tightly manage someone, you’ve made a hiring mistake. The best
people don’t need to be managed. Guided, taught, led-yes. But not tightly managed. -- Jim Collins
Great minds discuss ideas; average minds discuss events; small minds discuss people. -- Eleanor
Roosevelt
66

-ONBOARDING/
ORIENTATION-
STATEMENT
A good onboarding/orientation program should
be designed to help a new employee acquire the
necessary knowledge, skills, and behaviors to
become an effective organizational member.
Onboarding is not a one day shot at orienting the employee.
Statistics have shown that within the first 18 months of hire
turnover can be as high as 50% (SHRM). Often the reason
given is that they felt they weren’t trained well enough.
Turn over costs money.
A good onboarding program begins with a good orientation, but
the program should entail planning for the first year of the
employee’s life with the company.
67

PILLARS OF ONBOARDING
There are six pillars of an effective onboarding program (see
Onboarding Schedule). HR should have most of the first day, but
it will be the employee’s immediate supervisor who should
conduct/monitor the onboarding.
1. Pre-Arrival
Have everything ready to go before the new employee gets there; all
times, all agendas, everyone knows when they will be interacting. Send a
“welcome” packet with all the information the new employee will need
to know on the first day. Managers should have a New Hire Checklist to
complete.
2. First Day
Be prepared to spend most of your day with the new employee. The new
employee should be shown his/her workplace, introduced to peers, talk
with the department head, lunch with peers, get all the paperwork done,
and given an HR orientation.
3. First Week
Roles and responsibilities, list of special terms, initial work assignments,
expectations of completed work…
4. First Month
Check in with the new employee frequently to see how he/she is coming
on assignments, introduce him/her to other key players.
5. First 90 Days
Observe the new employees work on a regular basis, checking with
him/her if the right tools are present, answer questions…
6. First Year
Assess performance periodically throughout the year. Don’t wait for the
end of the year review. Ensure he/she has attended all mandatory
training.
68

APPLICATION
Designed an onboarding program for a new HR
Generalist at Company JKL.
The employee happened to be in the HR department,
so all connections and undertakings were mine to
make.
See the Onboarding Schedule below.
This was to be our trial of a new onboarding system. If it worked well, we
were planning to roll the basic format out for general use. Of course, each
department and manager would have items specific to their area, but the
general outline would look the same.
69

ONBOARDING PROGRAM
NEW HR GENERALIST
FIRST WEEK
FIRST DAY
DAY TIME ACTIVITY RESPONSIBILITY PROVIDER
Monday
7/7
8:00-9:00
Welcome, show work area, introduce
to staff, tour office areas
Immediate Supervisor Immediate Supervisor
9:00-10:00 HR Set Up (I-9, W-4, time, etc.) Immediate Supervisor HQ HR Coordinator
10:00-11:30 Meet with Dept. Benefit Rep Immediate Supervisor HQ HR Representative
11:30-12:00 Free Time New Employee
12:00-1:00 DEPT. LUNCH Immediate Supervisor
1:00-2:00 Meet with Director of the HR Dept. Immediate Supervisor Director, Dept.
2:00-3:00 Meet with Director of Labor Immediate Supervisor Director, Labor
3:00-4:00 Meet with Chief HR Officer Immediate Supervisor Chief HR Officer
SECOND DAY
Tuesday
7/8
9:00-10:30 Meet with 1st
Client Director/Staff Immediate Supervisor Director, Client #1
11:00-12:00 Meet with Immediate Supervisor Immediate Supervisor Immediate Supervisor
12:00-1:00 LUNCH
1:00-2:00 Meet with Director HRIT Immediate Supervisor Director, HRIT
3:00-4:00 Meet with 2nd
Client Director/Staff Immediate Supervisor Director, Client #2
THIRD DAY
Wednesday
7/9
9:00-10:00 Meet with Manager, Performance Immediate Supervisor Manager, Performance
10:00-11:00 Meet with Manager, HR Operations Immediate Supervisor Manager, Operations
11:00-12:00 LUNCH
12:00-1:00 Meet w/assigned Coord. & Assoc. Immediate Supervisor New Employee
FOURTH DAY
Thursday
7/10
9:00-12:00 HR Training Session-Getting Started Immediate Supervisor Manager, Training
12:00-1:00 LUNCH
1:00-3:00 HR Orientation Training Session Immediate Supervisor Manager, Training
FIFTH DAY
Friday
7/11
12:00-1:00 LUNCH
1:00-2:00 Meet with Immediate Supervisor New Employee Immediate Supervisor
70

SECOND WEEK
DAY ACTIVITY RESPONSIBILITY PROVIDER
Mon, 7/14
Meet with HRG, Dept. 1 New Employee HRG, Dept.1
Meet with your Client Director #1 New Employee Client Director #1
Tues, 7/15
Meet with HRG, Dept. 2 New Employee HRG, Dept.2
Meet with your Client Director #2 New Employee Client Director #2
Wed, 7/16 Meet with HRG, Dept. 3 New Employee HRG, Dept.3
Thur, 7/17 Meet with HRG, Dept. 4 New Employee HRG, Dept.4
Fri, 7/18 Meet with HRG, Dept. 5 New Employee HRG, Dept.5
Meet with Immediate Supervisor sometime during week New Employee Immediate Supervisor
THIRD WEEK
DAY ACTIVITY RESPONSIBILITY PROVIDER
Mon, 7/21 Meet with HRG, Dept. 6 New Employee HRG, Dept.6
Tues, 722 Meet with HRG, Dept. 7 New Employee HRG, Dept. 7
Meet with Immediate Supervisor sometime during week Immediate Supervisor Immediate Supervisor
FOURTH WEEK
Meet with Immediate Supervisor sometime during week New Employee Immediate Supervisor
90 DAYS & 6 MONTHS
ACTIVITY RESPONSIBILITY PROVIDER
Review/Check-in with Immediate Supervisor Immediate Supervisor Immediate Supervisor
Meeting with Chief HR Officer Immediate Supervisor Chief HR Officer
71

-PERFORMANCE
MANAGEMENT-
STATEMENT
I think it’s important to talk about performance
“management” not just a review process. This implies that
it is more than just a once a year effort. It should be a
continuous learning effort by all parties involved. A formal
program needs to be structured so there are multiple times
for interaction to occur and multiple inputs.
I feel there are three elements needed in a performance
management plan:
 Input from all sources; both in development of the
plan and in the actual review process.
 Goal setting
 Aligning results with compensation awards.
72

APPLICATION
Company ABC
 I developed an annual review process for the management team
that aligned with the fiscal year.
 It involved input from the employee and from the program
director.
 It included individual goals that were aligned to the
organization: fiscal, operations, and mission goals.
 Making the connection between and individual’s work and
the vision/mission resulted in stronger managers - they now
had goals.
 As I left ABC, I was working on development of a quarterly “review
conversation” for line staff.
 One of the things that came out of the engagement survey
was “bosses” weren’t communicating with individuals.
 Again, there were individual goals aligned with program
goals.
Company XYZ
 At XYZ we went to a Focal Point Review process - all reviews done
at the same time.
 I put the existing system into a new online format (Word)
looking toward putting it into the HRIS systems (see Focal
Point Review Form).
 Even with the Word document, we saved time and input
errors.
 Managers also got to like the system because it was done!
Company EFG
 I developed a plan for IT consultants we placed out in the field (no
direct supervision from us).
 The plan was developed from input from all sources
answering the question, “Describe the behaviors of your best
consultant”.
 Reviews came from our consultant, EFG manager and
account rep, and the client manager.
 For the first time we had documentation to back up our
assessment of our contractors
 This enabled our sales team to be more effective in placing
consultants and that equaled more satisfied customers.
73

MANAGEMENT TEAM
APPRAISAL
FY 20XX/20XX
Goal Setting
FOR: Deb Johnson
PLEASE REVIEW THE TAB "How to Write Goals"
OVERVIEW
Purposes of Performance Planning and Review
 Help the manager and employee establish performance expectations at the beginning of the employee's employment year.
 Provide a set of performance expectations to which employee performance can be compared.
 Make available a structured opportunity for the manager and employee to review the employee’s performance.
 Give an opportunity for the manager to identify areas where the employee needs improvement as well as those areas that are working for
the employee.
 Use performance ratings for compensation decisions.
 Offer an opportunity for the manager to discuss career planning with the employee.
 Create a means to objectively measure outcomes and areas where improvement is needed.
 Provide an opportunity for the manager and employee to strive for mission excellence.
PERFORMANCE RATING DEFINITIONS
3 - Exceeded Expectations Exceptional performance. Performs all job responsibilities in a superior way. Consistently exceeds at
job responsibility. Takes on additional work.
2 - Met Expectations Solid and consistent performance. Performs job responsibilities and meets job expectations. Planned
objectives were accomplished. No critical areas where accomplishments are less than planned.
1 - Needs Improvement Performance in one or more critical areas does not meet expectations. Not all planned objectives were
accomplished within the established standard and some responsibilities were not completely met.
74

SAVE WHEN YOU ARE DONE
EMPLOYEE INFORMATION
Name: Position: Date of Review:
Deb Johnson Sr. Director HR
Supervisor: Program:
Next
Review:
Paula Hart Human Resources - 104
3-5 PROGRAM GOALS FOR FY 20XX/20XX
Strategic Goal: Provide exceptional care and support to the people we serve
Strategic Goal: Innovate to meet society's changing needs
% of Total
Score
(40 -60%)
50%
Goal Comment
Rating
(Whole
#'s)
Begin a complete overhaul of the compensation
program at ABC. This will include: 1-Job
Evaluation; 2-Job description rewrites (if required);
3 - Align job and pay practices across programs; 4 -
Market based comparison of comp rates; 5 - new
pay grades for ALL positions. By the end of FY
2012/13: completed with the first two processes.
Begin process for searching for new HRIS system.
By end of FY 12/13 system selected and
implementation set up begun. Looking at 1/14
implementation.
This is not just a replacement system. We are looking at an upgraded system. Current system is generations
behind technology out there. System will include: Time and Attendance, Succession Planning, Compensation
Planning, Career Pathing, On-Line Performance Reviews, Recruitment Package, On/Off-boarding Platforms,
audit trails, reporting, benefit, self-service, multiple platform accessibility, cloud computing, analytics
Research and "mock up" designs for new Employee
Review process. First stab at a format by Jan 2013.
Looking at implementation at end of FY 12/13
(probably just goal setting that year)
PROGRAM GOAL FACTOR RATING---
75

2-3 EMPLOYEE ENGAGEMENT GOALS FOR FY 20XX/20XX
Strategic Goal: Build an engaging and inspiring workplace
% of
Total
Score
(10-20%)
15%
Goal Comment
Rating
(Whole
#'s)
Attain at least a 60% participation rate in the
Employee Engagement survey.
Work with staff and HRBP to develop an
organization wide recognition program.
Implementation 1/13.
EMPLOYEE ENGAGEMENT GOAL FACTOR RATING---
3-4 FINANCIAL GOALS FOR FY 20XX/20XX
Strategic Goal: Increase community and philanthropic support for our mission
Strategic Goal: Innovate to meet society's changing needs
% of
Total
Score
(20-30%)
20%
Goal Comment
Rating
(Whole
#'s)
Work with MN Comp Advisors to reduce mod rate
to under 2.0 this year.
New laws went into effect in MN this year. Loss level for state observation went from $5000 to $10,000. We
reduce our rate this year (2.31 to 2.24) but not as much as if the law had not passed (1.97).
Implement graded employee premium scale for
health plan based on bio-metrics. Implementation
1/1/13.
FINANCIAL GOAL FACTOR RATING---
CONTRIBUTION TO OVERALL ABC PERFORMANCE FOR FY 20XX/20XX
Strategic Goal: Provide exceptional care and support to the people we serve
Strategic Goal: Build an engaging and inspiring workplace
Strategic Goal: Increase community and philanthropic support for our mission
% of
Total
Score
10%
Goal Results
Rating
(Whole
#'s)
Visit as many sites as possible this year. Looking
at 15+.
CONTRIBUTION GOAL FACTOR RATING
76

PROFESSIONAL DEVELOPMENT GOAL FOR FY 20XX/20XX
Strategic Goal: Build an engaging and inspiring workplace.
Strategic Goal: Innovate to meet society's changing
Strategic Goal: Provide exceptional care and support to the people we serve.
% of
Total
Score
5%
Goal Results
Rating
(Whole
#'s)
Obtain my OD Certification through the U of M.
PERSONAL DEVELOPMENT GOAL FACTOR RATING
TOTAL % must = 100% 100%
OVERALL PERFORMANCE RATING
OVERRIDE SCORE
Reason for Override:
Employee's General Comments - Use additional paper if needed
SAVE WHEN YOU ARE DONE!
77

FOCAL POINT REVIEW FORM
REMEMBER: SAVE YOUR DOCUMENT TO A NEW NAME EACH TIME YOU MAKE CHANGES.
Place your cursor in the first box after NAME, then use your tab key to progress through the table. At the bottom of each page is a
green box that says Click here to go on . When you finish the page, click the green box.
GENERAL INFORMATION
EMPLOYEE’S
NAME:
TITLE:
EMPLOYEE #: T- DEPT/DIVISIO
N:
COST
CENTER:
MANAGER’S
NAME:
TITLE:
PERFORMANCE EVALUATION
PERIOD:
/ / THROUGH / /
SIGNATURES
EMPLOYE
E:
DATE
:
MANAGER: DATE
:
HR
REPRESENTATIVE:
DATE
:
NEXT LEVEL MANAGER'S
NAME:
COPY SENT:
(Date)
CLICK HERE TO GO ON
I understand and acknowledge my continuing obligation to appropriately safeguard and not disclose or use in an unauthorized manner any
proprietary or other confidential information belonging to XYZ during, as well as after, my employment at XYZ.
78

Section 1: Job Performance/Results – “WHAT was done”
USE YOUR TAB KEY TO MOVE THROUGH THE TABLE. PLACE YOUR CURSOR IN THE BOX BELOW ACCOUNTABILITIES/OBJECTIVES.
USE DECIMALS TO RECORD PERCENTAGES.
WHEN YOU TAB INTO THE "SCORE" COLUMN PRESS THE F9 KEY ON YOUR KEYBOARD AND THE TABLE WILL CALCULATE THE
SCORE.
PRESS THE F9 KEY IN THE TOTAL BOXES TO CALCULATE FINAL SCORES.
IF YOU MAKE AN ERROR: CORRECT IT; HIGHLIGHT THE SCORE IN THE "SCORE "COLUMN OR THE TOTAL BOX; PRESS F9 TO
RECALCULATE
CLICK THE GREEN BOX AT THE BOTTOM TO GO ON.
Job Performance/Results: WHAT was done
ACCOUNTABILITIES/
OBJECTIVES
These are the primary (essential)
duties and responsibilities of the
job as reflected on the JIQ
WEIGHT
IMPORTANCE
% (.XX)
This is the
percentage of
time and
amount of
importance for
each of the key
accountabilities
PERFORMANCE
STANDARDS/MEASURES
These are the measurements
which specifically describe
performance of the accountability
at a “Meets Expectations” level
RESULTS ACHIEVED
These are specific descriptions of the employee’s performance during this
review period, related to each of the accountabilities and performance
standards/measures listed to the left
RAT
ING
1.0,
2.0,
3.0,
4.0
or
5.0
SCORE
(Press F9
to
calculate)
0
0
0
0
0
0
0
0
0
0
TOTAL (1.00%) 0.00% TOT
AL
SCO
RE
0.00
SUMMARY RATING OF SECTION 1: JOB
PERFORMANCE/RESULTS (Does Not Meet, Low Meets,
Meets, High Meets or Exceeds):
Recommended Rating Scale
1.00 - 1.99 = Does Not Meet 3.50 – 4.24 = High
Meets
2.00 - 2.74 = Low Meets 4.25 – 5.00 = Exceeds
2.75 - 3.49 = Meets
79

Section 2: Competencies/Shared Values – “HOW it was done”
USE YOUR TAB KEY TO MOVE THROUGH THE TABLE. PLACE YOUR CUSOR IN THE BOX BELOW BASIC CORE COMPETENCIES.
CLICK THE GREEN BOX AT THE BOTTOM TO GO ON.
Competencies/Shared Values: HOW it was done
BASIC CORE COMPETENCIES FOR THE JOB RESULTS ACHIEVED RATING (1.0, 2.0,
3.0, 4.0 or 5.0):
XYZ WAY SHARED VALUES RESULTS ACHIEVED RATING (1.0, 2.0,
3.0, 4.0 or 5.0):
Respect and dignity for all
Openness, trust and integrity
Innovation
Quality
Partnering for the common goal
Recognition and celebration
SUMMARY RATING OF SECTION 2:
COMPETENCIES/SHARED VALUES (Does Not Meet, Low
Meets, Meets, High Meets or Exceeds):
EMPLOYEE’S OVERALL PERFORMANCE RATING FOR
THIS REVIEW PERIOD (Does Not Meet, Low Meets, Meets,
High Meets or Exceeds):
Approved by HR: Approved by Next Level Manager:
SUMMARY COMMENTS:
80
Recommended Rating Scale
1.00 - 1.99 = Does Not Meet 3.50 – 4.24 = High
Meets
2.00 - 2.74 = Low Meets 4.25 – 5.00 = Exceeds
2.75 - 3.49 = Meets

Respect and Dignity for All
1 Below
Expectations
2 3 Meets Expectations 4 5 Exceeds
Expectations
Misses opportunities to include
others in decisions and actions
and/or seeks out others with
similar perspectives and ideas,
limiting the opportunity to include
diverse thoughts and ideas.
Seeks out varying and diverse opinions
on issues.
Establishes processes to ensure others’
input is not overlooked; encourages
others to seek out varying and diverse
opinions.
Responds defensively or with
frustration to input that varies from
one’s own thinking; misses
opportunities to thank people for
their input and contributions.
Expresses appreciation for others’ input
and contributions; integrates input into
decisions and actions as appropriate.
Considers and appreciates others’ input;
sets own thinking aside to consider
others’ ideas and experiments with
nontraditional thinking and approaches.
Demonstrates behavior that is
disrespectful and close-minded.
Treats people with respect and dignity
regardless of their opinions and
background.
Shows an interest in people with diverse
opinions and backgrounds; challenges
others who think narrowly or treat
people with disrespect.
Lets personal, family, or work
commitments slip and/or sets
unrealistic expectations for others.
Balances work, family, and personal
commitments appropriately.
Demonstrates flexibility in working with
others to resolve conflicts between
work, family, and personal demands.
Is not proactive in attracting people
to XYZ or attracts only those similar
to oneself, missing opportunities to
diversify our employee population.
Supports an inclusive environment and
encourages diverse, talented individuals
to join XYZ.
Establishes relationships and networks
that assist in broadening XYZ’s access to
diverse, talented individuals.
Examples and Comments:
81

CONSULTANT PERFORMANCE FEEDBACK
Consultant:__________________________________Client:____________________________________
Reviewer:__________________________________Date:______________________________________
Relationship to Consultant:_______________________________________________________________
_____________________________________________________________________________________
SCALE/PERFORMANCE RATINGS:
Scale Description
5 Consistently exceeds expectations: always ahead of schedule; needs little or no
supervision; consistently suggests alternatives; does more than is asked.
4 Occasionally exceeds expectations: sometimes ahead of schedule; goes the
extra mile most of the time; minimal supervision.
3 Meets expectations: fulfills job responsibilities in a competent manner;
routinely satisfies technical requirements.
2 Meets certain requirements and falls short in others: requires a greater degree
of coaching; improvement is expected; performance will be closely monitored.
1 Fails to meet essential job requirements: unable to meet deadlines, produce
quality work, or to judge consequences of actions taken; improvement expected
immediately; performance is closely monitored.
N/A Not applicable.
SKILLS EVALUATION: 5 4 3 2 1 N/A
TECHNICAL SKILLS/ABILITIES:
Analytical Skills 5 4 3 2 1 N/A
Design 5 4 3 2 1 N/A
Estimating 5 4 3 2 1 N/A
Prioritizing/Scheduling 5 4 3 2 1 N/A
Coding 5 4 3 2 1 N/A
Testing 5 4 3 2 1 N/A
Documentation 5 4 3 2 1 N/A
Troubleshooting/Problem Solving 5 4 3 2 1 N/A
Depth of Technical Knowledge 5 4 3 2 1 N/A
Please rank the level of skill this consultant has shown while at your site:
Assess the consultant’s speaking, listening, and written communication skills:
scale/performance ratings 5-1, or N/A. Please explain why this rating was given.
_____________________________________________________________________________________
_____________________________________________________________________________________
____________________________________________________________________________________
Assess the consultant’s professional behavior:
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
82

Assess the consultant’s time management skills
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
Assess the consultant’s leadership skills:
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
Assess the consultant’s ability to be a team player:
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
Assess the consultant’s knowledge of the client industry, culture, and business functions:
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
QUESTIONS:
Has the consultant followed company procedures? ____Y ____N
Would you accept this consultant for another project? __ Y __ N
Please record any observations regarding the individual on current performance, technical and/or
personal, and recommendations for future performance:
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
Please note: This information will be shared with the consultant. Please indicate here if you have additional
information to share and would like someone to call you. You may also call the consultant’s Account Executive or
Consulting Services Manager (a business card is enclosed) to share further information. XXX is an Equal
Opportunity Employer.
REVIEWER’S SIGNATURE: ______________________________________________________________
83

-POLICY-
STATEMENT
My philosophy on policy is to make it doable. If it is a
mandated policy, we have to implement. But let’s
find a way to make it work in our organization.
I like to find out why people feel a policy won’t work,
is unfair, is too broad, too restrictive, etc. And then I
ask for their input into how to make it work.
This is going to happen! How do we make it work for us?
84

PILLARS OF POLICY
There are three things that a policy must do:
1. Be compliant with all laws and regulations.
2. Be clear with employees about:
i. The nature of the organization
ii. What they should expect from the organization
iii. What the organization expects of them
iv. How the policies and procedures work
v. What is acceptable and unacceptable behavior
vi. The consequences of unacceptable behavior.
3. Be as short as possible
85

APPLICATION
My entire position at Company XYZ was based on
writing policy for new business processes they were
implementing. Everything got changed: time off,
attendance, new hiring… I wrote them all. They still
come across a policy with my name on it from time-to-
time (see HRIS Data Security).
I wrote and developed the policy manual at Company
EFG (see Expenses) and revamped the manual at
Company ABC, putting it online (see Confidential
Information).
Implementing good policy resulted in consistency in
employee interactions for legal purposes and just for
doing the right thing.
86

This database is a guide to the company’s policies. It does not create a contract of employment for any length of time, nor does it change the at-will nature
of employment. Some of the policies described may require further interpretation, and some may vary according to business area policy. The Company
reserves the right to add, modify, or terminate its employee policies, practices and procedures and/or benefits at any time.
Human Resource Policy Manual
Policy
HRIS USERS DATA SECURITY Revision Date :08/01/xxx
Effective Date:08/01/xxxx
Origination Date :08/01/xxxx
Responsibility: Human Resources
Policy #:2109
Version #:
PURPOSE
To describe user access to XXXX Human Resources Information System data.
SCOPE
Applies to users of the SAP Human Resources Information System at XYZ Corporation, each of its affiliates and subsidiaries
and their contractors.
DEFINITIONS
HR Representative
An individual in Human Resources who is responsible for the activity discussed.
Business Manager
An individual in a specific business area who has final approval of the activity discussed.
POLICY
 Data contained in XXXX Human Resources Information System is confidential. Managers, supervisors, Human
Resources personnel and any others who may have access to the information, are required to keep such information
confidential.
 Violation of the XXXX Human Resources Information System security policies may result in disciplinary action up to and
including termination of employment. (See the Information System Security: A Guide for Employees
 An HRIS password may only be used by the owner.
RESPONSIBILITY
IT Security
To maintain users with correct access.
HR Representative
To notify IT Security of users and access capability
Users
To use data in accordance with the XYZ Classification of data security polices implemented by security. (See Information
System Security: A Guide for Employees)
87
COMPANY XYZ

FORMS
Form Use Retention Guidelines
Documenting Discipline Used by managers for documenting a
conversation with an employee
regarding discipline and to place an
employee on a formal warning. Also
used for data entry into XXX
Current Performance Year:
- Functional Manager retains form in
Current Assessment File
- Forwards a copy to HR Rep
- HR Rep enters data into XXXX
Close of Performance Year:
- Functional Manager forwards all
employee documentation to HR
- Forms are retained for a minimum
of current plus 1 year in the
employee's Personnel File.
XXXX retains history for a minimum of
5 years.
RELATED LINKS:
Processes: Discipline, Discipline Activity (Create), INFORMATION SYSTEM SECURITY: A GUIDE FOR EMPLOYEES
Guidelines: Discipline, Security
Policies: Discipline, Responsible Use of Company Communication Systems, Responsible Use of Company Resources
EXCEPTIONS
Any exceptions to this policy are expected to have the approval of the Business Manager and the business area HR Director.
88

COMPANY EFG
89
This manual was a 5” X 7” three ring
binder.

COMPANY ABC
CONFIDENTIAL INFORMATON
Each member of ABC’s staff is expected to uphold high professional standards in all matters relating to
program participants or reflecting on the organization. One of the most important of these standards is the
obligation to maintain confidentiality of all sensitive information relating to program participants, employees or
the business affairs of the employer. Employees agree to maintain in confidence and to use only in the interest
of the company any and all information acquired by the employee in the course of employment. Unauthorized
use or release of confidential information will be cause for immediate termination.
All employees are required to annually sign the Employee Confidentiality Statement and return it to Human
Resources for inclusion in their personnel file. Signing the Confidentiality Statement is a condition of
employment at ABC.
90

-RECRUITING-
STATEMENT
This is one of HR’s biggest jobs; get the right people
into the right job and keep them there.
I don’t believe you can look at recruiting as just
getting people in the door. Being able to recruit well
relies on:
1. A good and respected organization brand
2. Good structural supports such as job descriptions, manager
training, performance reviews, a good applicant tracking
system, good onboarding system…
3. A real commitment on the part of the organization to diversity
4. A plan -- what are you recruiting for -- not just the skills -- what
does a successful person in xyz job look like. I can teach a skill;
I can’t teach “hard worker”
5. Putting your money and time where your mouth is -- pay for
the process and the people to do it.
91

APPLICATION
Company ABC was still using newspaper ads when I
was hired.
 General consensus was that “our people don’t use
computers”.
 Working with a great partner at XXXXXX, we convinced the
three most resistant Directors, through statistics and
experience, to do a pilot run on XXXXXXX.
 We did a four-month pilot.
 In the end, all of them agreed that we needed to go with the
new method.
 They felt they got more and better candidates.
 This also put us into a great applicant tracking system as well.
No more paper counting.
I began a program to get more representation at
diversity job fairs, such as the MLK Day job fair.
 It was a hard sell.
 No one wanted to pay the cost
 They were convinced by the other organizations that would be
attending.
 This started to increase our visibility in the minority
communities.
92

-STRATEGIC PLANNING-
STATEMENT
I have come to the conclusion that the first step in
strategic planning needs to be strategic thinking
training for the leadership.
There are so many differences in what people think strategic planning
really entails and often it comes out as operational planning not
strategic. I really feel that training everyone on how to think
strategically is where to start. It’s different than normal thinking; you
need to learn how to develop new insights for the business from data.
Once you know how to think strategically you can begin planning
strategically. The outcome should be a tool that provides guidance in
fulfilling your mission with the most efficient and impactful ways.
Successive strategy planning includes:
 Thinking strategically not operationally
 Aligned leadership thinking and behavior
 Successfully communication of the goals and aspirations to
staff
93

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