Integrated Perspectives in HR

1. INTEGRATED PERSPECTIVES IN HR

2. WELCOME & INTRO

3. COURSE OVERVIEW

4. INSTRUCTOR INTRODUCTION

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. COURSE OUTCOMES

7. Insert image here COURSE OUTCOMES

8. GAME OF HR PART 1

9. EXERCISE: LET THE GAMES BEGIN

10. THE HR PROFESSION

11. GENERALIST

12. SPECIALIST

13. TRENDS IN HR

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. 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. TRENDS IN HR IT’S THE ECONOMY

17. TRENDS IN HR MILLENIALS ARE ON THE MARCH

18. TRENDS IN HR RECRUITING AND NETWORKING ONLINE

19. TRENDS IN HR MADE TO ORDER EMPLOYMENT RELATIONSHIPS

20. TRENDS IN HR THE BIG BLUR

21. TRENDS IN HR EMPLOYEE RIGHTS

22. TRENDS IN HR THE RISE OF TECHNOLOGY

23. TRENDS IN HR EMPLOYEE TRAINING AND DEVELOPMENT TRANSFORMED

24. TRENDS IN HR Tension Increases Over Government Intervention in the Employer-Employee Relationship

25. TRENDS IN HR RISING COST OF HEALTHCARE

26. TRENDS IN HR GLOBALIZATION, OUTSOURCING, OFFSHORING

27. EXERCISE – WHY OUTSOURCE?

28. PAY IN HR

29. PAY IN HR

30. HR BENCHMARKS

31. EXERCISE – STAFF RATIOS

32. HR PEOPLE ARE CERTIFIABLE!

33. EXERCISE – HR CERTIFICATIONS

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. STAYING CONNECTED IN HR

36. EXERCISE - NAME THAT ASSOCIATION!

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. CEBS/WAW/ATD

39. HR PROFESSIONAL ASSOCIATIONS

40. ROLE OF HR

41. ROLE OF HR

42. ROLE OF HR

43. ROLE OF HR

44. ROLE OF HR

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. EXERCISE - PRIORITIES

47. HR COMPETENCY STUDY

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. HR COMPETENCY MODELS

50. EXERCISE – HR TODAY

51. HR LEADERSHIP PRACTICES

52. HR LEADERSHIP PRACTICES

53. ROLES OF HR

54. FUTURE OF HR

55. FUTURE OF HR

56. FUTURE OF HR

57. EXERCISE BLACK HOLES AND WHITE SPACES

58. EXERCISE - DISCUSSION

59. HOMEWORK

60. HUMAN FILTERS AND FACTORS

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. POWER OF THE PARADIGM

63. Exercise - discussion

64. EXERCISE - PARADIGMS

65. MYERS BRIGGS

66. PERSONALITY TESTS

67. OBJECTIVE FOR MBTI Fun! Maybe a little self-awareness Build a common vocabulary to communicate and work better with others

68. What do you see?

69. Do you see the human face?

70. --Billie Jean King “I think self-awareness is probably the most important thing towards being a champion."

71. A BRIEF HISTORY

72. THE DICHOTOMIES

73. Extroversion (E) Introversion (I) Sensing (S) iNtuition (N) Feeling (F) Thinking (T) Judging (J) Perceiving (P) 100 0 100

74. WHERE DO WE GET OUR ENERGY? EXTROVERSION INTROVERSION

75. HOW DO WE TAKE IN INFORMATION? SENSING INTUITION

76. WHAT DO YOU SEE?

77. WRITE DOWN WHAT YOU SAW

78. WHAT DO YOU SEE?

79. WRITE DOWN WHAT YOU SAW

80. HOW DO WE MAKE DECISIONS? THINKING FEELING

81. HOW DO WE ORGANIZE OUR WORLD? JUDGING PERCEIVING

82. THE CLASS

83. A LITTLE SILLINESS

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. CAREERS BY MB TYPE

86. EXERCISE - DISCUSSION ON THE PRIME DIRECTIVE

87. THE GAME OF HR PART 2

88. HR AND BUSINESS

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. DO LEADERS CARE ABOUT HR?

94. EXERCISE – LEGAL POP QUIZ

95. EXERCISE – ENGAGEMENT

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. 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. BUSINESS CHALLENGES

99. MOTIVATION

100. MOTIVATION

101. MOTIVATION

102. MOTIVATION

103. MOTIVATION

104. MOTIVATION

105. MOTIVATION

106. MOTIVATION

107. MOTIVATION

108. MOTIVATION

109. MOTIVATION

110. EXERCISE – COSTS OF TURNOVER

111. TURNOVER

112. TURNOVER

113. TURNOVER

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. GENERATION GAP CONTINUED

116. EXERCISE – DISCUSSION ON GENERATION GAP

117. EXERCISE - SATISFACTION

118. NUMBERS GAME

119. EXERCISE – FINANCIAL POP QUIZ

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. BOTTOM LINE

122. BOTTOM LINE

123. BOTTOM LINE

124. BOTTOM LINE

125. BOTTOM LINE

126. EXERCISE – BOARD MEETING

127. CURRENT EVENTS

128. EXERCISE – IN THE NEWS

129. SOCIAL MEDIA

130. EXERCISE - SOCIAL

131. HEALTHCARE

132. HEALTHCARE

133. “Nobody in this country respects what's weak. You believe me!”

134. FUTURE TRENDS

135. FUTURE TRENDS

136. EXERCISE – TRENDS AND CHANGES

137. TECHNOLOGY AND HR

138. GET A JOB

139. Get the job you want!

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. 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. 1/getting started Resume Design Use and Key Components of Cover Letters Application Processes Refining Your Elevator Pitch* Understanding Your Core Competencies*

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. 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. 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. 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. Why is the design of my resume so important? 20 second rule Quadrant test 1/resume design design basics

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. Serif vs sans-serif fonts 1/resume design design basics

150. Call me, Maybe! How to present your contact information? 1/resume design design basics

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. • Make sure a computer can read it. • Use relevant key words. • Simple format. 1/resume design design basics

153. 1/resume design Symmetry is overrated.

154. Flowers belong in a garden.

155. …really?

156. 1/resume design bad designs Tnx? Hunting, laser tag, and eyebrow tweezing? Really?

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. g1/resume design ood designs Clean, organized, simple, brief.

159. 1/resume design good designs A little unimaginative, but gets it done. No one will hate it.

160. 1/resume design good designs Nice use of color, a little more creative but not over the top. Gets your attention.

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. 1/resume design padding

163. 1/resume design keywords

164. 1/resume design gaps in employment

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. 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. 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. 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. 1/cover letters all about cover letters Words Score You Points Spelling and Grammar Mistakes will Bury You

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. 1/application processes

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. 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. 1/application processes how far back? • 10-Year Standard • Don’t come across as too old! • Don’t come across as too young!

175. 1/application processes the slanted resume Think about what jobs to put on the resume and and how to present them

176. 1/application processes the slanted resume Should I Lie?

177. 1/elevator pitch

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. 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. Exercise! It’s your turn… 1/elevator pitch exercise

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. 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. 2/networking

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. 2/networking Why is networking important? Practice! Look at us! We’re networking!

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. 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. 2/informational interviews Informational Interviews • Requesting the interview • By phone • By letter

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. 2/company research Company Research • Start with the website!! • Check out other sites; message boards • Competitor websites • Industry sites

191. 2/company research What to do with all of that research?

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. 2/candidate protocol How to Act How to Shine How to Dress How to Follow Up

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. 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. 2/candidate protocol How to Dress • Where are you interviewing? • Accessories • Hose? • What not to wear!

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. 2/candidate protocol What if you’re really young, or look young?

199. 2/candidate protocol Follow up!

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. 2/social media Clean up your Social Media closet!

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. 3/what not to wear Body Language

204. 3/phone screen • Be Yourself • Keep Resume Handy • Have Stories Ready • Check for Understanding • Smile • Prep for an Interview • Follow up

205. 4/following up Best Practices Email? Card? Call? Flowers? Kiss-o-Gram?

206. 4/negotiation Negotiation • Be careful what you ask for, you might get it! Negotiate like a pro.

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. 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. 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. JUST FOR FUN

211. APPENDIX

212. JUNG E = Extroversion I = Introversion S = Sensation N = Intuition T = Thinking F = Feeling J = Judgment P = Perception

213. JUNG

214. EXERCISE - DISCUSSION

Integrated Perspectives in HR

Tracy Cote

Integrated Perspectives in HR