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INTEGRATED PERSPECTIVES IN HR
WELCOME & INTRO
COURSE OVERVIEW
INSTRUCTOR INTRODUCTION
CLASS INTRODUCTIONS
•Your name
•Your current occupation
•The type of industry you currently work in
•Why you signed up for...
COURSE OUTCOMES
Insert image here
COURSE OUTCOMES
GAME OF HR PART 1
EXERCISE: LET THE GAMES BEGIN
THE HR PROFESSION
GENERALIST
SPECIALIST
TRENDS IN HR
TRENDS IN HR
59%
52%
36%
34%
33%
20%
15%
13%
11%
6%
51%
29%
44%
21%
41%
17%
33%
12%
24%
1%
Retaining and rewarding the bes...
TRENDS IN HR
40%
37%
26%
26%
24%
24%
17%
17%
15%
14%
13%
11%
11%
7%
58%
47%
23%
29%
40%
21%
11%
15%
13%
14%
11%
4%
Providi...
TRENDS IN HR
IT’S THE ECONOMY
TRENDS IN HR
MILLENIALS ARE ON THE MARCH
TRENDS IN HR
RECRUITING AND NETWORKING ONLINE
TRENDS IN HR
MADE TO ORDER EMPLOYMENT
RELATIONSHIPS
TRENDS IN HR
THE BIG BLUR
TRENDS IN HR
EMPLOYEE RIGHTS
TRENDS IN HR
THE RISE OF TECHNOLOGY
TRENDS IN HR
EMPLOYEE TRAINING AND DEVELOPMENT
TRANSFORMED
TRENDS IN HR
Tension Increases Over Government
Intervention in the Employer-Employee
Relationship
TRENDS IN HR
RISING COST OF HEALTHCARE
TRENDS IN HR
GLOBALIZATION, OUTSOURCING, OFFSHORING
EXERCISE – WHY OUTSOURCE?
PAY IN HR
PAY IN HR
HR BENCHMARKS
EXERCISE – STAFF RATIOS
HR PEOPLE ARE CERTIFIABLE!
EXERCISE – HR CERTIFICATIONS
HR PEOPLE ARE CERTIFIABLE - EXERCISE
CBP
CCP
CEBS
CMS
CPT
GBA
GRP
WLCP
HPI
PHR
GPHR
PHR-CA
SPHR-CA
RPA
SPHR
CPLP
Generalis...
STAYING CONNECTED IN HR
EXERCISE - NAME THAT
ASSOCIATION!
PHR AND SPHR
Subject Area PHR SPHR
Strategic Management 12% 29%
Workforce Planning and Employment 26% 17%
Human Resource D...
CEBS/WAW/ATD
HR PROFESSIONAL ASSOCIATIONS
ROLE OF HR
ROLE OF HR
ROLE OF HR
ROLE OF HR
ROLE OF HR
ROLE OF MANAGER VS. HR
“The HR needs of the organization are not solely your re
sponsibility any more than winning a footb...
EXERCISE - PRIORITIES
HR COMPETENCY STUDY
The Impact of Characteristics of an HR Department and Business
Success
Mean (1 to
5)
Weighting on
Busi-ness (100 points)
E...
HR COMPETENCY MODELS
EXERCISE – HR TODAY
HR LEADERSHIP PRACTICES
HR LEADERSHIP PRACTICES
ROLES OF HR
FUTURE OF HR
FUTURE OF HR
FUTURE OF HR
EXERCISE BLACK HOLES AND
WHITE SPACES
EXERCISE - DISCUSSION
HOMEWORK
HUMAN FILTERS AND FACTORS
Human Need Objectives: Employee Need:
Personal Growth and
Development (return)
Recognition and Contribution
(role)
Team an...
POWER OF THE PARADIGM
Exercise - discussion
EXERCISE - PARADIGMS
MYERS BRIGGS
PERSONALITY TESTS
OBJECTIVE FOR MBTI
Fun!
Maybe a little self-awareness
Build a common vocabulary to communicate and
work better with others
What do you see?
Do you see the human face?
--Billie Jean King
“I think self-awareness is
probably the most important
thing towards being a
champion."
A BRIEF HISTORY
THE DICHOTOMIES
Extroversion (E) Introversion (I)
Sensing (S) iNtuition (N)
Feeling (F) Thinking (T)
Judging (J) Perceiving (P)
100 0 100
WHERE DO WE GET OUR
ENERGY?
EXTROVERSION
INTROVERSION
HOW DO WE TAKE IN
INFORMATION?
SENSING
INTUITION
WHAT DO YOU SEE?
WRITE DOWN WHAT YOU
SAW
WHAT DO YOU SEE?
WRITE DOWN WHAT YOU
SAW
HOW DO WE MAKE
DECISIONS?
THINKING
FEELING
HOW DO WE ORGANIZE
OUR WORLD?
JUDGING
PERCEIVING
THE CLASS
A LITTLE SILLINESS
Nobody can be fully explained by 4 letters
MBTI – and other tests -- can help
establish a common vocabulary
Being aware of...
CAREERS BY MB TYPE
EXERCISE - DISCUSSION
ON THE PRIME DIRECTIVE
THE GAME OF HR PART 2
HR AND BUSINESS
BUSINESS ENVIRONMENT
A successful economic
development strategy must
focus on improving the skills
of the area's workforce...
DO LEADERS CARE ABOUT HR?
DO LEADERS CARE ABOUT HR?
DO LEADERS CARE ABOUT HR?
DO LEADERS CARE ABOUT HR?
EXERCISE – LEGAL POP
QUIZ
EXERCISE – ENGAGEMENT
HCI
-40% -30% -20% -10% 0% 10% 20% 30% 40% 50%
Cummulative Value Creation Human Capital Proactices
Total Rewards & Account...
HCI
Specific Examples of Human Resources Priorities Include: Rank
Total Rewards & Accountability
 Benefit plans important...
BUSINESS CHALLENGES
MOTIVATION
MOTIVATION
MOTIVATION
MOTIVATION
MOTIVATION
MOTIVATION
MOTIVATION
MOTIVATION
MOTIVATION
MOTIVATION
MOTIVATION
EXERCISE – COSTS OF TURNOVER
TURNOVER
TURNOVER
TURNOVER
RETENTION
“”First of all, let’s be clear about one
fundamental issue: we’re assuming that a
competitive salary is in place...
GENERATION GAP CONTINUED
EXERCISE – DISCUSSION
ON GENERATION GAP
EXERCISE - SATISFACTION
NUMBERS GAME
EXERCISE – FINANCIAL POP QUIZ
BOTTOM LINE
 US Population
 Size of the US Workforce
 Median Workforce Age
 Gender (% of each in the workforce)
 Raci...
BOTTOM LINE
BOTTOM LINE
BOTTOM LINE
BOTTOM LINE
BOTTOM LINE
EXERCISE – BOARD MEETING
CURRENT EVENTS
EXERCISE – IN THE NEWS
SOCIAL MEDIA
EXERCISE - SOCIAL
HEALTHCARE
HEALTHCARE
“Nobody in
this country
respects
what's
weak. You
believe me!”
FUTURE TRENDS
FUTURE TRENDS
EXERCISE – TRENDS AND
CHANGES
TECHNOLOGY AND HR
GET A JOB
Get the job you want!
overview
Maximize your job search success by learning how
to:
• write an effective resume,
• develop and use persuasive co...
agenda
Section 1: Getting Started
• Resume Design
• Use and Key Components of Cover Letters
• Application Processes
• Refi...
1/getting started
Resume Design
Use and Key Components of Cover Letters
Application Processes
Refining Your Elevator Pitch...
1/resume design
design basics
What is a résumé?
• a brief document that summarizes your relevant
education, employment his...
1/resume design
design basics
What should it look like?
• summary of experience
• concise
• 1-3 pages
• bullets
• general ...
1/resume design
design basics
What should it include?
Objective
Education
Work Experience
Contact Information
Optional Sec...
1/resume design
design basics
Job Data
Provide relevant detail w/results
Measurables
Quantify metrics
Job & Education Date...
Why is the design of my
resume so important?
20 second rule
Quadrant test
1/resume design
design basics
Should you design a
creative resume?
…probably not,
unless you are
looking for a job in
a highly creative
industry.
1/resu...
Serif vs sans-serif fonts
1/resume design
design basics
Call me, Maybe!
How to present your
contact information?
1/resume design
design basics
How long is too long?
Do you need one page? Three?
Rule of thumb:
1 pagers - New college graduates and other
entry-level j...
• Make sure a
computer can
read it.
• Use relevant key
words.
• Simple format.
1/resume design
design basics
1/resume design
Symmetry is
overrated.
Flowers
belong in
a garden.
…really?
1/resume design
bad designs
Tnx?
Hunting, laser
tag, and
eyebrow
tweezing?
Really?
1/resume design
bad designs
Truth Hurts - Reasons for leaving the last job:
Terminated after saying, "It would be a blessi...
g1/resume design
ood designs
Clean,
organized,
simple, brief.
1/resume design
good designs
A little
unimaginative,
but gets it done.
No one will hate
it.
1/resume design
good designs
Nice use of
color, a little
more creative
but not over the
top. Gets your
attention.
1/resume design
customization
Employer expectations
• How many years of experience do you have?
• What level are you apply...
1/resume design
padding
1/resume design
keywords
1/resume design
gaps in employment
To cover letter, or not to
cover letter?
Discussion and review of
great – and not so great –
cover letters. Learn what
wor...
1/cover letters
uses and key components
“Cover letters have been
replaced by email messages
that must convey in two to
thr...
1/cover letters
all about cover letters
The Old Way
Copy, paste. Personality free!
The New Way
No Sirs or Madams
Make it p...
Be Real
20 Second Rule
Give Your Best Examples
Follow Instructions
Contact Info faux pas! Avoid:
sexy_stud_forever@hotmail...
1/cover letters
all about cover letters
Words Score You Points
Spelling and Grammar Mistakes will Bury You
1/cover letters
all about cover letters
Know the Company
Be Professional
Use Humor Carefully
Generic form letters are depr...
1/application processes
1/application processes
What should you put on an application? What
can employer ask, and not ask? Should you
type or hand...
1/application processes
General Tips:
• Complete all requested information
• Write clearly and neatly
• Check for spelling...
1/application processes
how far back?
• 10-Year Standard
• Don’t come across as too old!
• Don’t come across as too young!
1/application processes
the slanted resume
Think about what
jobs to put on the
resume and and how
to present them
1/application processes
the slanted resume
Should I Lie?
1/elevator pitch
1/elevator pitch
Make it all about you! Can you state, in 90 seconds,
what is important to know about you?
Can you do it w...
1/elevator pitch
bad elevator pitch
Bad elevator pitch
http://www.youtube.com/watch?v=NEkJ3DS3HFw
All three in one:
http:/...
Exercise!
It’s your turn…
1/elevator pitch
exercise
2/high impact references
References
• Who should you use for a reference?
• How should you leverage them?
• How should you...
2/high impact references
• How to ask for a reference
• Who to ask for a reference
• Company reference
policies
• Make a r...
2/networking
2/networking
Networking
• Don’t be shy!
• It’s who you know that gets you a job.
• Now let’s discover practical solutions ...
2/networking
Why is networking important?
Practice!
Look at us! We’re networking!
2/networking
Some Rules
1. Be Visible
2. Build Solid Relationships
3. Diversify
4. Maintain
5. Give back
Actually, you can...
2/informational interviews
Informational Interviews
• Related to networking, this
is a great way to meet
people and get yo...
2/informational interviews
Informational Interviews
• Requesting the interview
• By phone
• By letter
2/informational interviews
Informational Interviews
• Before , during and after the interview
• Career field questions
• O...
2/company research
Company Research
• Start with the website!!
• Check out other sites; message boards
• Competitor websit...
2/company research
What to do with all of that research?
2/behavior based interviews
Behavior Based Interviews
Preparation:
– Prepare for traditional questions
– Prepare stories
–...
2/candidate protocol
How to Act
How to Shine
How to Dress
How to Follow Up
2/candidate protocol
How to Act – The Interview
• Arrive early
• Dress professionally
• Bring extra copies of your resume
...
2/candidate protocol
Shine!
• Be likable.
• Never start the interview by saying you want the job.
• Ask questions about wh...
2/candidate protocol
How to Dress
• Where are you interviewing?
• Accessories
• Hose?
• What not to wear!
2/candidate protocol
Don’t Act Old
1. Don’t play the wisdom card
2. Drop the corporate formality
3. Stay away
from the sla...
2/candidate protocol
What if you’re really young, or look young?
2/candidate protocol
Follow up!
2/social media
Social Media
• Social media is more than networking. Advice
on cleaning up your social media closet as
well...
2/social media
Clean up your Social Media closet!
3/what not to wear
What Not to Wear
• Even executives make
mistakes in this area; this
section continues the do’s
and don’...
3/what not to wear
Body Language
3/phone screen
• Be Yourself
• Keep Resume Handy
• Have Stories Ready
• Check for Understanding
• Smile
• Prep for an Inte...
4/following up
Best Practices
Email? Card? Call? Flowers? Kiss-o-Gram?
4/negotiation
Negotiation
• Be careful what you ask for, you might get it!
Negotiate like a pro.
4/negotiation
1. Understand Benchmarking
2. Wait for It…
3. Negotiate Performance Pay
4. Don’t Just Talk Cash
5. Walk thro...
4/negotiation
Ten Commandments
…Of Salary Negotiation
1. Thou Shalt Not Speak Too Soon
2. Thou Shalt Not Regret Salary Dis...
4/negotiation
Ten Commandments
…Of Salary Negotiation
6. Thou Shalt Covet Thine Own Benefits and Perks
7. This Is the Job ...
JUST FOR FUN
APPENDIX
JUNG
E = Extroversion I = Introversion
S = Sensation N = Intuition
T = Thinking F = Feeling
J = Judgment P = Perception
JUNG
EXERCISE - DISCUSSION
Integrated Perspectives in HR
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SFSU HR Students - Here is the presentation from my December, 2014: HR, An Integrated Perspective class! Please let me know if you have any questions!

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Integrated Perspectives in HR

  1. 1. INTEGRATED PERSPECTIVES IN HR
  2. 2. WELCOME & INTRO
  3. 3. COURSE OVERVIEW
  4. 4. INSTRUCTOR INTRODUCTION
  5. 5. CLASS INTRODUCTIONS •Your name •Your current occupation •The type of industry you currently work in •Why you signed up for this class •What you hope to learn
  6. 6. COURSE OUTCOMES
  7. 7. Insert image here COURSE OUTCOMES
  8. 8. GAME OF HR PART 1
  9. 9. EXERCISE: LET THE GAMES BEGIN
  10. 10. THE HR PROFESSION
  11. 11. GENERALIST
  12. 12. SPECIALIST
  13. 13. TRENDS IN HR
  14. 14. TRENDS IN HR 59% 52% 36% 34% 33% 20% 15% 13% 11% 6% 51% 29% 44% 21% 41% 17% 33% 12% 24% 1% Retaining and rewarding the best employees Developing the next generation of corporate leaders Creating a corporate culture that attracts the best employees to our organization Remaining competitive in the talent marketplace Finding employees with the increasingly specialized skills we need Creating smooth and efficient HR processes that ensure a good employee experience Finding the right employees in the right markets where we do business around the world Creating an employee-centric, service-oriented HR organization Breaking down cultural barriers that make it difficult to create a truly global company Other 2012 (n = 483) 2010 (n = 465)
  15. 15. TRENDS IN HR 40% 37% 26% 26% 24% 24% 17% 17% 15% 14% 13% 11% 11% 7% 58% 47% 23% 29% 40% 21% 11% 15% 13% 14% 11% 4% Providing flexible work arrangements Promoting a culture of trust, open communication and fairness Providing employees with opportunities for career advancement* Offering a higher total rewards package than competitors Demonstrating a commitment to employee development Providing meaningful work with clear purpose in meeting organization's objectives Creating a stimulating and attractive organizational culture Having latest tools/technology to maximize work efficiency and effectiveness Encouraging employees to make decisions and to take risks Providing employees with recognition based on job performance* Developing human capital managers at all levels of the organization Providing employees with better opportunities to use skills and abilities Creating a highly inclusive culture that uses diverse perspectives Being committed to corporate social responsibility and sustainability 2012 (n = 486) 2010 (n = 449)
  16. 16. TRENDS IN HR IT’S THE ECONOMY
  17. 17. TRENDS IN HR MILLENIALS ARE ON THE MARCH
  18. 18. TRENDS IN HR RECRUITING AND NETWORKING ONLINE
  19. 19. TRENDS IN HR MADE TO ORDER EMPLOYMENT RELATIONSHIPS
  20. 20. TRENDS IN HR THE BIG BLUR
  21. 21. TRENDS IN HR EMPLOYEE RIGHTS
  22. 22. TRENDS IN HR THE RISE OF TECHNOLOGY
  23. 23. TRENDS IN HR EMPLOYEE TRAINING AND DEVELOPMENT TRANSFORMED
  24. 24. TRENDS IN HR Tension Increases Over Government Intervention in the Employer-Employee Relationship
  25. 25. TRENDS IN HR RISING COST OF HEALTHCARE
  26. 26. TRENDS IN HR GLOBALIZATION, OUTSOURCING, OFFSHORING
  27. 27. EXERCISE – WHY OUTSOURCE?
  28. 28. PAY IN HR
  29. 29. PAY IN HR
  30. 30. HR BENCHMARKS
  31. 31. EXERCISE – STAFF RATIOS
  32. 32. HR PEOPLE ARE CERTIFIABLE!
  33. 33. EXERCISE – HR CERTIFICATIONS
  34. 34. HR PEOPLE ARE CERTIFIABLE - EXERCISE CBP CCP CEBS CMS CPT GBA GRP WLCP HPI PHR GPHR PHR-CA SPHR-CA RPA SPHR CPLP Generalist, Compensation, Benefits, Training, Recruiting
  35. 35. STAYING CONNECTED IN HR
  36. 36. EXERCISE - NAME THAT ASSOCIATION!
  37. 37. PHR AND SPHR Subject Area PHR SPHR Strategic Management 12% 29% Workforce Planning and Employment 26% 17% Human Resource Development 17% 17% Total Rewards – Compensation & Benefits 16% 12% Employee and Labor Relations 22% 18% Risk Management - Occupational Health, Safety and Security 7% 7%
  38. 38. CEBS/WAW/ATD
  39. 39. HR PROFESSIONAL ASSOCIATIONS
  40. 40. ROLE OF HR
  41. 41. ROLE OF HR
  42. 42. ROLE OF HR
  43. 43. ROLE OF HR
  44. 44. ROLE OF HR
  45. 45. ROLE OF MANAGER VS. HR “The HR needs of the organization are not solely your re sponsibility any more than winning a football game is th e sole responsibility of the quarterback. Each member of the management staff must play their part.” -- Jim Witschger (Know Who Thy Customer Is, Workf orce Management article).
  46. 46. EXERCISE - PRIORITIES
  47. 47. HR COMPETENCY STUDY
  48. 48. The Impact of Characteristics of an HR Department and Business Success Mean (1 to 5) Weighting on Busi-ness (100 points) Ensures that HR initiatives enable the business to achieve strategic priorities 3.62 9.7% Develops an HR strategy that clearly links HR practices to business strategy 3.61 9.2% Connects HR activities to external stakeholder expectations (e.g., customers, investors) 3.25 8.9% Tracks and measures the impact of HR 3.22 8.8% Ensures that HR is a cultural role model for the rest of the organization 3.42 8.4% Effectively manages external vendors of outsourced HR activities 3.49 8.3% Ensures that the different groups within HR work effectively with each other to provide integrated HR solutions 3.50 8.2% Holds line managers accountable for HR 3.38 8.2% Matches the structure of the HR department with how the business is organized 3.64 7.8% Interacts effectively with the Board of Directors 3.67 7.7% Has clear roles and responsibilities for each of the groups within HR (e.g., service centers, centers of expertise, embedded HR) 3.65 7.6% Invests in training and development of HR professionals 3.46 7.3% HR COMPETENCY STUDY
  49. 49. HR COMPETENCY MODELS
  50. 50. EXERCISE – HR TODAY
  51. 51. HR LEADERSHIP PRACTICES
  52. 52. HR LEADERSHIP PRACTICES
  53. 53. ROLES OF HR
  54. 54. FUTURE OF HR
  55. 55. FUTURE OF HR
  56. 56. FUTURE OF HR
  57. 57. EXERCISE BLACK HOLES AND WHITE SPACES
  58. 58. EXERCISE - DISCUSSION
  59. 59. HOMEWORK
  60. 60. HUMAN FILTERS AND FACTORS
  61. 61. Human Need Objectives: Employee Need: Personal Growth and Development (return) Recognition and Contribution (role) Team and Acceptance (clan) Security and Safety (shelter) Life (air, water, food) Mentoring, Outreach, Etc. (social work, foundations, mentor role,) Recog/Rewards (lead role, career path, ee of month, awards, window office, parking space) Training or Role Related Programs (Mgmt trng, team bonus, project role, ee clubs, project team assignment, communication programs) Safety and Tenure (benefits, comp, job security, location, low turnover, ergonomics, IIPP) Subsistence Programs (minimum wage, safe office, non-violent environment, non-harassment, H&S) Self-Actualization Ego-Status Belonging Safety and Security Basic (physiological)
  62. 62. POWER OF THE PARADIGM
  63. 63. Exercise - discussion
  64. 64. EXERCISE - PARADIGMS
  65. 65. MYERS BRIGGS
  66. 66. PERSONALITY TESTS
  67. 67. OBJECTIVE FOR MBTI Fun! Maybe a little self-awareness Build a common vocabulary to communicate and work better with others
  68. 68. What do you see?
  69. 69. Do you see the human face?
  70. 70. --Billie Jean King “I think self-awareness is probably the most important thing towards being a champion."
  71. 71. A BRIEF HISTORY
  72. 72. THE DICHOTOMIES
  73. 73. Extroversion (E) Introversion (I) Sensing (S) iNtuition (N) Feeling (F) Thinking (T) Judging (J) Perceiving (P) 100 0 100
  74. 74. WHERE DO WE GET OUR ENERGY? EXTROVERSION INTROVERSION
  75. 75. HOW DO WE TAKE IN INFORMATION? SENSING INTUITION
  76. 76. WHAT DO YOU SEE?
  77. 77. WRITE DOWN WHAT YOU SAW
  78. 78. WHAT DO YOU SEE?
  79. 79. WRITE DOWN WHAT YOU SAW
  80. 80. HOW DO WE MAKE DECISIONS? THINKING FEELING
  81. 81. HOW DO WE ORGANIZE OUR WORLD? JUDGING PERCEIVING
  82. 82. THE CLASS
  83. 83. A LITTLE SILLINESS
  84. 84. Nobody can be fully explained by 4 letters MBTI – and other tests -- can help establish a common vocabulary Being aware of team members style preferences can lead to improved collaboration and idea generation
  85. 85. CAREERS BY MB TYPE
  86. 86. EXERCISE - DISCUSSION ON THE PRIME DIRECTIVE
  87. 87. THE GAME OF HR PART 2
  88. 88. HR AND BUSINESS
  89. 89. BUSINESS ENVIRONMENT A successful economic development strategy must focus on improving the skills of the area's workforce, reducing the cost of doing business and making available the resources business needs to compete and thrive in today's global economy. Rod Blagojevich
  90. 90. DO LEADERS CARE ABOUT HR?
  91. 91. DO LEADERS CARE ABOUT HR?
  92. 92. DO LEADERS CARE ABOUT HR?
  93. 93. DO LEADERS CARE ABOUT HR?
  94. 94. EXERCISE – LEGAL POP QUIZ
  95. 95. EXERCISE – ENGAGEMENT
  96. 96. HCI -40% -30% -20% -10% 0% 10% 20% 30% 40% 50% Cummulative Value Creation Human Capital Proactices Total Rewards & Accountability and Value Creation Collegial, Flexible Workplace and Value Creation Recruiting & Retention Excellence and Value Creation Communications Integrity and Value Creation Focused HR Service Technologies and Value Creation Prudent Use of Resources 47% 16.50% 9.0% 7.90% 7.10% 6.50% -33.90% Shareholder Value HumanCapitalPractices Key Links Between Human Capital and Shareholder Value
  97. 97. HCI Specific Examples of Human Resources Priorities Include: Rank Total Rewards & Accountability  Benefit plans important for recruiting  % of company stock owned by employees and managers  Pay linked to company business strategy  Promotion of most competent people  Merit based pay with most going to top performers  Benefits and pay positions relative to market  Company terminates poor performers +16.5% Collegial, Flexible Workplace  Flexibility in work arrangements  High employee satisfaction  Trust in senior leadership  Managers demonstrate company core values  Culture encourages teamwork and cooperation  (-) Titles designate status and authority  (-) Perquisites vary with position  (-) Office space varies by position +9.0% Recruiting & Retention Excellence  (-) % of turnover  Emphasis on job security  Formal recruiting strategy based on critical skills  Recruiting aligned with business plan  Employee input in hiring decisions  Established reputation as desirable work place  Systematic new hire orientation  Employees are well equipped to perform duties +7.9% Communications Integrity  Employees have easy access to technologies for communication  Employees give ideas and suggestions to senior management  Company shares business plans and goals with employees  Workforce participates in employee opinion surveys (w/action)  Company shares financial information with employees +7.1% Focused HR Service  Cost reduction is key goal of HR service technology  Key goal is improved service to employees and managers  Accuracy and integrity is a key goal of service technology +6.5% Prudent Use of Resources While not inherently detrimental, these programs are vulnerable to poor implementation. You must excellently implement these programs with great care and quality or not at all.  Enhancing communication is a key goal of HR service technology  Culture change is key goal of service technology  Employees evaluate peers and superiors/360 degree feedback  Employees have access to training for career development  Training is maintained in difficult economic conditions -33.9%
  98. 98. BUSINESS CHALLENGES
  99. 99. MOTIVATION
  100. 100. MOTIVATION
  101. 101. MOTIVATION
  102. 102. MOTIVATION
  103. 103. MOTIVATION
  104. 104. MOTIVATION
  105. 105. MOTIVATION
  106. 106. MOTIVATION
  107. 107. MOTIVATION
  108. 108. MOTIVATION
  109. 109. MOTIVATION
  110. 110. EXERCISE – COSTS OF TURNOVER
  111. 111. TURNOVER
  112. 112. TURNOVER
  113. 113. TURNOVER
  114. 114. RETENTION “”First of all, let’s be clear about one fundamental issue: we’re assuming that a competitive salary is in place first and that employees’ material needs are taken care of. Landlords and mortgage bankers don’t care if your employees are happy – baby can’t buy new shoes on daddy’s sense of engagement and personal fulfillment, and apples are the same price whether or not mom loves her work. But we also know that if we make it only about money, we attract employees who are only in it for the money. Good relationships cannot be built on greed. Not very many people put their heart into work they’ve been enticed into doing for financial motives only. And not many employers especially respect and trust people they know are motivated only by their paycheck.” (Libby Sartain and Martha I. Finney, “Rethinking Rewards”)
  115. 115. GENERATION GAP CONTINUED
  116. 116. EXERCISE – DISCUSSION ON GENERATION GAP
  117. 117. EXERCISE - SATISFACTION
  118. 118. NUMBERS GAME
  119. 119. EXERCISE – FINANCIAL POP QUIZ
  120. 120. BOTTOM LINE  US Population  Size of the US Workforce  Median Workforce Age  Gender (% of each in the workforce)  Racial Demographics (% of each in the workforce)  Average Hourly Earnings  Average Hours Worked  Average Productivity Rate Per Person  Annual Benefits Cost Increase  Consumer Price Index  Annual Merit Budget  Rate of Inflation  Salary increase rate  Turnover rate  Unemployment Rate  Unionization Levels
  121. 121. BOTTOM LINE
  122. 122. BOTTOM LINE
  123. 123. BOTTOM LINE
  124. 124. BOTTOM LINE
  125. 125. BOTTOM LINE
  126. 126. EXERCISE – BOARD MEETING
  127. 127. CURRENT EVENTS
  128. 128. EXERCISE – IN THE NEWS
  129. 129. SOCIAL MEDIA
  130. 130. EXERCISE - SOCIAL
  131. 131. HEALTHCARE
  132. 132. HEALTHCARE
  133. 133. “Nobody in this country respects what's weak. You believe me!”
  134. 134. FUTURE TRENDS
  135. 135. FUTURE TRENDS
  136. 136. EXERCISE – TRENDS AND CHANGES
  137. 137. TECHNOLOGY AND HR
  138. 138. GET A JOB
  139. 139. Get the job you want!
  140. 140. overview Maximize your job search success by learning how to: • write an effective resume, • develop and use persuasive cover letters, • leverage social media, • proactively put your best foot forward, • maximize your network, • apply successful interview strategies, • and more.
  141. 141. agenda Section 1: Getting Started • Resume Design • Use and Key Components of Cover Letters • Application Processes • Refining Your Elevator Pitch* • Understanding Your Core Competencies* Section 2: Finding the Job • High Impact References* • The Power of Networking • Informational Interviews • Company Research • Sources of Jobs • Behavior Based Interviews * • Candidate Protocol • Social Media Section 3: All About You • Critique Your Resume and Cover Letters* • Mock Phone Screens* • Review Company Research* • What Not to Wear* • Testing Section 4: Close the Deal • Mock Interviewing* • Following Up* • Negotiation*
  142. 142. 1/getting started Resume Design Use and Key Components of Cover Letters Application Processes Refining Your Elevator Pitch* Understanding Your Core Competencies*
  143. 143. 1/resume design design basics What is a résumé? • a brief document that summarizes your relevant education, employment history, and experiences for a particular job for which you are applying. • the purpose of a résumé & cover letter is to get an interview. • on average it takes 10 interviews to get 1 job offer. • your résumé needs to be persuasive and perfect – it must be user centered and persuasive.
  144. 144. 1/resume design design basics What should it look like? • summary of experience • concise • 1-3 pages • bullets • general expectations: – name at the top – headers – error Free
  145. 145. 1/resume design design basics What should it include? Objective Education Work Experience Contact Information Optional Sections: Computer skills, Honors and awards, Languages, Certifications, Volunteer experience, Hobbies , and interests, Foreign travel, Professional memberships, Community service, etc.
  146. 146. 1/resume design design basics Job Data Provide relevant detail w/results Measurables Quantify metrics Job & Education Dates Clear and without gaps. Degree Credentials Be accurate—and honest
  147. 147. Why is the design of my resume so important? 20 second rule Quadrant test 1/resume design design basics
  148. 148. Should you design a creative resume? …probably not, unless you are looking for a job in a highly creative industry. 1/resume design design basics
  149. 149. Serif vs sans-serif fonts 1/resume design design basics
  150. 150. Call me, Maybe! How to present your contact information? 1/resume design design basics
  151. 151. How long is too long? Do you need one page? Three? Rule of thumb: 1 pagers - New college graduates and other entry-level job seekers 3 pagers – Only if you are a senior-level manager/executive 1/resume design design basics
  152. 152. • Make sure a computer can read it. • Use relevant key words. • Simple format. 1/resume design design basics
  153. 153. 1/resume design Symmetry is overrated.
  154. 154. Flowers belong in a garden.
  155. 155. …really?
  156. 156. 1/resume design bad designs Tnx? Hunting, laser tag, and eyebrow tweezing? Really?
  157. 157. 1/resume design bad designs Truth Hurts - Reasons for leaving the last job: Terminated after saying, "It would be a blessing to be fired." Responsibility makes me nervous. Being in trouble with the law, I moved quite frequently. In my last position, got nowhere as part of a 60-person herd. I did not give the company my full effort and received no chance of advancement in return. Please don't misconstrue my 14 jobs as job-hopping. I never quit a job. My last employer insisted that all employees get to work by 8:45 every morning. I couldn't work under those conditions. Was met with a string of broken promises and lies, as well as cockroaches. I was working for my mom until she decided to move. The company made me a scapegoat, just like my three previous employers. Maturity leave.
  158. 158. g1/resume design ood designs Clean, organized, simple, brief.
  159. 159. 1/resume design good designs A little unimaginative, but gets it done. No one will hate it.
  160. 160. 1/resume design good designs Nice use of color, a little more creative but not over the top. Gets your attention.
  161. 161. 1/resume design customization Employer expectations • How many years of experience do you have? • What level are you applying for? • What kind of job are you applying for?
  162. 162. 1/resume design padding
  163. 163. 1/resume design keywords
  164. 164. 1/resume design gaps in employment
  165. 165. To cover letter, or not to cover letter? Discussion and review of great – and not so great – cover letters. Learn what works and what doesn’t. 1/cover letters
  166. 166. 1/cover letters uses and key components “Cover letters have been replaced by email messages that must convey in two to three sentences the reason for your inquiry, your specific desired position within my firm, a phrase about your experience level, a link to your work samples and a sense of your personality. — Heather Olson, Larsen
  167. 167. 1/cover letters all about cover letters The Old Way Copy, paste. Personality free! The New Way No Sirs or Madams Make it personal NO BCC’s
  168. 168. Be Real 20 Second Rule Give Your Best Examples Follow Instructions Contact Info faux pas! Avoid: sexy_stud_forever@hotmail.com. 1/cover letters all about cover letters
  169. 169. 1/cover letters all about cover letters Words Score You Points Spelling and Grammar Mistakes will Bury You
  170. 170. 1/cover letters all about cover letters Know the Company Be Professional Use Humor Carefully Generic form letters are depressing to get and depressing to throw away. Yet amazingly, so many job seekers just blindly fire them off.” — Rob Robinson, Mess Marketing
  171. 171. 1/application processes
  172. 172. 1/application processes What should you put on an application? What can employer ask, and not ask? Should you type or handwrite? How to handle application ‘problems’ (e.g. being fired, convictions, etc.) This section offers some practical guidance on this age-old employment requirement.
  173. 173. 1/application processes General Tips: • Complete all requested information • Write clearly and neatly • Check for spelling and grammatical errors • List your most recent job first • List your most recent education first • References don't have to be professional contacts • Don't forget to sign your application
  174. 174. 1/application processes how far back? • 10-Year Standard • Don’t come across as too old! • Don’t come across as too young!
  175. 175. 1/application processes the slanted resume Think about what jobs to put on the resume and and how to present them
  176. 176. 1/application processes the slanted resume Should I Lie?
  177. 177. 1/elevator pitch
  178. 178. 1/elevator pitch Make it all about you! Can you state, in 90 seconds, what is important to know about you? Can you do it without using ‘um’, ‘ah’, ‘like’, ‘ya know’.? Everyone one needs to finesse their elevator pitch. Examples and in class exercise to follow
  179. 179. 1/elevator pitch bad elevator pitch Bad elevator pitch http://www.youtube.com/watch?v=NEkJ3DS3HFw All three in one: http://www.youtube.com/watch?v=7CkzKMdEeQ4 Lily bad: http://www.youtube.com/watch?v=sfCVQEVahhA Lily good: http://www.youtube.com/watch?v=8FPvAET2tc8
  180. 180. Exercise! It’s your turn… 1/elevator pitch exercise
  181. 181. 2/high impact references References • Who should you use for a reference? • How should you leverage them? • How should you prep your references? This section includes advice, discussion, and exercises on leveraging references to help students get the perfect job.
  182. 182. 2/high impact references • How to ask for a reference • Who to ask for a reference • Company reference policies • Make a reference list • Written versus verbal versus social
  183. 183. 2/networking
  184. 184. 2/networking Networking • Don’t be shy! • It’s who you know that gets you a job. • Now let’s discover practical solutions to building your arsenal of “who’s” to help your job search.
  185. 185. 2/networking Why is networking important? Practice! Look at us! We’re networking!
  186. 186. 2/networking Some Rules 1. Be Visible 2. Build Solid Relationships 3. Diversify 4. Maintain 5. Give back Actually, you can network in a way that’s not cheesy. But no one ever taught this guy.
  187. 187. 2/informational interviews Informational Interviews • Related to networking, this is a great way to meet people and get your foot in the door. • You get advice and instruction on how to get people to talk to you, what to ask, and how to prepare.
  188. 188. 2/informational interviews Informational Interviews • Requesting the interview • By phone • By letter
  189. 189. 2/informational interviews Informational Interviews • Before , during and after the interview • Career field questions • Organizational questions Ok not exactly a job interview but it was still an interview!
  190. 190. 2/company research Company Research • Start with the website!! • Check out other sites; message boards • Competitor websites • Industry sites
  191. 191. 2/company research What to do with all of that research?
  192. 192. 2/behavior based interviews Behavior Based Interviews Preparation: – Prepare for traditional questions – Prepare stories – Read the job description During the interview, include: – A specific situation – The tasks that needed to be done – The action you took – The results
  193. 193. 2/candidate protocol How to Act How to Shine How to Dress How to Follow Up
  194. 194. 2/candidate protocol How to Act – The Interview • Arrive early • Dress professionally • Bring extra copies of your resume • Bring show and tell • Don’t smoke, chew gum or eat • Don’t interrupt • Talk positively • Body language is important. • Be enthusiastic • Don’t be smelly • Say thank you! •
  195. 195. 2/candidate protocol Shine! • Be likable. • Never start the interview by saying you want the job. • Ask questions about what really matters to you. • Set a hook. • Know what you can offer immediately. • Don't create negative sound bites. • Ask for the job based on facts. • Reinforce a connection with your follow-up.
  196. 196. 2/candidate protocol How to Dress • Where are you interviewing? • Accessories • Hose? • What not to wear!
  197. 197. 2/candidate protocol Don’t Act Old 1. Don’t play the wisdom card 2. Drop the corporate formality 3. Stay away from the slang 4. Don’t be an ageist 5. Drop the name-dropping 6. Stifle the unsolicited advice 7. Don’t get too personal 8. Nix the negativity 9. Delete the jokes about how flummoxed you are by technology 10. Don’t smirk at the vision thing 11. Don’t fear the niceties
  198. 198. 2/candidate protocol What if you’re really young, or look young?
  199. 199. 2/candidate protocol Follow up!
  200. 200. 2/social media Social Media • Social media is more than networking. Advice on cleaning up your social media closet as well as leveraging key sites for finding jobs and communicating with potential employers.
  201. 201. 2/social media Clean up your Social Media closet!
  202. 202. 3/what not to wear What Not to Wear • Even executives make mistakes in this area; this section continues the do’s and don’ts of interview wear, also covering general presentation skills, body language, makeup and hair.
  203. 203. 3/what not to wear Body Language
  204. 204. 3/phone screen • Be Yourself • Keep Resume Handy • Have Stories Ready • Check for Understanding • Smile • Prep for an Interview • Follow up
  205. 205. 4/following up Best Practices Email? Card? Call? Flowers? Kiss-o-Gram?
  206. 206. 4/negotiation Negotiation • Be careful what you ask for, you might get it! Negotiate like a pro.
  207. 207. 4/negotiation 1. Understand Benchmarking 2. Wait for It… 3. Negotiate Performance Pay 4. Don’t Just Talk Cash 5. Walk through It in Training
  208. 208. 4/negotiation Ten Commandments …Of Salary Negotiation 1. Thou Shalt Not Speak Too Soon 2. Thou Shalt Not Regret Salary Disclosure 3. Let the Employer Make the First Salary Offer 4. Thou Shalt Not Agree 5. Know How Much Money You’re Worth
  209. 209. 4/negotiation Ten Commandments …Of Salary Negotiation 6. Thou Shalt Covet Thine Own Benefits and Perks 7. This Is the Job Thou Coveteth 8. Thou Shalt Not Worry about Earthly Economy 9. Thou Shalt Not Take the Name of Thy Salary in Vain 10. Honor Thy Wealth and Prosperity
  210. 210. JUST FOR FUN
  211. 211. APPENDIX
  212. 212. JUNG E = Extroversion I = Introversion S = Sensation N = Intuition T = Thinking F = Feeling J = Judgment P = Perception
  213. 213. JUNG
  214. 214. EXERCISE - DISCUSSION

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