Happy 2013

Smart CEOs Work With Human Resources

The relationship with work and human resources is a strained and confusing one. If “Work” and “Human Resources” had Facebook pages the relationship status would be set as “It’s complicated.” Ask the average employee what does HR do? And they will tell you that HR handles the hiring, firing, and garnishments of my wages. We don’t have a very good reputation. Human resources is much more than simply compensation, benefits, and disciplinary actions. A great organization with great leadership and vision understands HR’s true function within the company.

Workplace leaders; managers, supervisor and executives should know that HR is capable of driving organizational success and in order for that to happen, it must come from the top down – I’m talking about the C-SUITE players. The CEO’s, COO’s, CFO’s and CHRO’S have to champion the cause of HR as a strategy partner which helps shape, drive and executes initiatives. These top executives should incorporate the HR team in the company’s plans and communications throughout the organization and the public – external and internal customers.

The first quarter of the year, is usually time for big objectives and forecasting of things to come. The analysts have researched global and market trends and performed metrics to help the C-Suite develop goals. The smart money is on those companies that invite the CHRO, Directors and VP of HR in on the meetings – that’s right the seat at the table- to be an active participant in strategizing and implementing those plans. Since HR manages the human capital or people, which make work happen, it’s only right that HR is involved because HR can provide critical information on job duties, technology, employee productivity and ability.

Let me break it down – You’re the CEO, You want to change the way you make product- you want to be more efficient – lower costs- and reach new markets. Welp, you can’t do any of that without the right employees. Organizational change is difficult on everyone, especially incumbents. No one likes change; it’s something that you learn to accept and for many, acceptance is not in their character. You need to replace those employees; manage them out. You will need to new technology and someone needs to source, screen, recruit, train, compensate and onboard those employees.  You’re going to need to perform job analysis to identify areas of improvement in the workflow process. You’re going to need help spearheading this new direction.

That’s us – that’s HR.

Yeah we can fire people, we can hire people, but it’s not that simple and relegating HR to those functions represents a major flaw in planning your company’s future.

One of my favorite CEO’s is Alan Mulally of FORD Motor Company. I admired the way he brought the company through rough times without accepting government bail-out money. Now Ford makes a better product and is profitable again. Here’s a snippet from an article on Human Resource Executive Online written by Tom Starner:

“With a major change-management scenario required to bring his company out of the cavern of near-financial disaster, Mulally would need to lean heavily on Ford's human resource department. So when Ford began its tough climb back from the darkness in early 2008, Felicia Fields, its newly promoted top HR executive, was included on Mulally's top team.

"One of the first things we did was add Felicia to the Ford leadership team," Mulally says. "During this latest turnaround effort, HR has been there every step of the way. It has played, and will continue to play, a pivotal role in enhancing and executing our mission."

That just about sums it up.

Posted by Chris Fields on 12.24.2012 in Blog

The Termination Discussion – I’d Rather Step On A Lego

There are few things in my world of HR I like less than an investigation into employee unacceptable behavior. It’s one thing when someone steps outside of attendance policy or deliberately violates the code of conduct. It’s another when they have just overstepped common sense too frequently to allow their employment to continue. They become a distraction, a liability, and demand far more energy than they deserve.

I’ve had many of these final discussions. Most were preceded by other discussions about performance issues, inconsistent quality, or general behavior. Truthfully, a large percentage of them are completed without drama. The employee knew this was where things were headed. Each previous conversation was leading to this ultimate meeting where the badge is collected and the employee gets instructions on clearing out their things and how their final check will be delivered.

There will always be those situations that you have to do a little extra preparation for. Just as I used to have to carefully walk through the playroom in our house to avoid those plastic bricks that didn’t find their way back to the box, the discussion has potential to bring great discomfort to the HR leader or team leader guiding this meeting.

So here are some important things to consider.

• Do you have security lined up? Seriously. There are times that you need to fully consider having someone outside the room in case there is cause for intervention. Depending on your situation, you may even have a uniformed security person there to help assure the employee finds their way off the property.
• If there is a union involved, you should know what representation is required.
• Capture everything said, and debrief with any other participants. Was there any sign of revenge? Is there any reason to believe the employee my take some sort of dangerous action toward himself or others? You should have at least one other person in the room who knows what to look for and just keeps their eyes on the employee.
• Can you manage the meeting away from all other workers so there is not direct visibility? Can you do it off shift?
• Rehearse. Really. Have answers to possible questions. Not just the questions about benefits and paycheck, but the challenges to your decision. You are not going to debate here, you have a message to deliver.
• Give yourself some time afterward to document the meeting and get re-focused on the employees that do their job every day. That’s who you just supported.

Finally, remember this: Employees terminate themselves. You just help them close the deal.

a reprint from The HR Introvert

The Termination Discussion – I’d Rather Step On A Lego

R Introvert

Merry Christmas & Happy Holidays Everyone

Don't Feel the Squeeze - Be A Leader in Championing Vacation Time

There has been a lot of buzz lately about the US workforce no taking time off for vacation. Compared to other developed countries, we are close to the bottom in the number of days the average worker takes off for vacation. I think Japan is the lowest, shame on them. In a recent poll, the average American worker leaves 9.2 days of unused vacation a year on the table. At the same time profits are close to a 10 year all time high because workers are cramming in more hours. 

If you read all the articles on health and work life balance we should take off the allotted vacation each year to recharge our batteries , reconnect with friends and family. We do not profess that in business however, just the opposite. Your manager or supervisor will say, gee John/Mary we really need you that week because of a critical project or issue, or I cannot spare an additional worker to be out the same time as Mary/Tom. 

I say cut the crap, as HR leaders we should be the champion to encourage taking time off so our workers can be more productive, refreshed, and energized, not unproductive, tired and potentially mistake ridden because they fail to take time off. We need to take the lead on professing time off as well as doing it ourselves, if we truly want to act like leaders. I can honestly say I never did in my 30+ years in HR. I truly gave back vacation to the company every year but one in the last 25 years. How bad is that? The feeling is that the higher up you are the more important you are and therefore feel that you cannot afford to take the time off because of responsibility. Hogwash. if you died tomorrow I am sure the world would continue and you would probably be criticized for not taking more time off and criticized for working yourself to death. I know I felt that criticism from employees and family. 

So, HR, take the lead role in championing vacation time for employees and practice it yourself. Help employees to be strategic about managing their time off.

HR Creativity and Innovation - Time to Think

Creativity is essential in Human Resources and tapped daily. Many of the issues we handle, whether forward planning or today’s crisis, involve multi-aspects and complex interplay. We have to think fast.

Generally the information and experience we have on the subject, and in similar situations, zooms through our mind and we make a solid decision. Effective – yes. Creative – maybe. Repetitive – probably. It may not be surprising that we face the same issues repeatedly (e.g. organizational issues) but it could suggest that the last solution may have been incomplete. 

This time, we think, we have an opportunity to look deeper, to be creative and try to find a sustainable solution.

Most times, however, we do not have that luxury as we immediately need to switch to other matters needing similar attention. But, we need time.  We have to take time in whatever way 

is practical to stimulate the creative processes. Retreats at a nice resort and think tanks can 

be excellent, but the need for decisions and creative solutions is a daily event and cannot wait.

We may be very smart at dealing with a continuous flow of challenges, but how much better could our decisions and deliberations be if we are able to temporarily switch off some of the distractions and move into creative mode, particularly when handling complex and tough issues. It can be a difficult transition, particularly if our pattern is set to go, go, go, and always being totally reachable. There may even be some guilt associated, at moving out of the main stream even for relatively short periods. But, if it will nourish our innovation and strategic excellence it needs to be part of our routine.

We will need to acknowledge and commit to the value of uncluttered thinking time to make it happen. The normal relentless fast pace and high stimulation is exciting - sometimes the need to sustain the pace can almost be like an addiction or security blanket. I am not suggesting anything drastic or spectacular. It could be taking time off-site (e.g. during the lunch hour) to refocus on a particular issue. It could be a walk around the building, which is refreshing as a change of pace and can give valuable project input, both environmental and from chats with employees/potential end users.

Some of my most creative moments have been when travelling. When driving between locations, I stopped catching up on phone calls. It made no sense to try and extend the office environment into my car, so it became creative thinking time. Just thinking through the issues and people involved in some of the current challenges. Because it was free flow and the pace slowed down by the journey, quite often there would be sudden jolts of inspiration about other, better approaches. I think, for example, that when visualizing, it is easier to effectively assemble (on my virtual mind screen) all the factors, rather than ploughing through a multi-page linear summary.

Flying time is also an excellent time to put on the seat belt and a thinking hat. Similar to driving time, but usually with fewer distractions. Not only is the flying time yours to use, but also the often-longer time waiting for departure and after arrival. Peering down at clouds sets a nice tone, but thunder storms can certainly affect the train of thought. I am not suggesting that in flight creative thought exclude everything else. On a 14-hour flight, for example, there still has to be time for viewing multi-movies and watching the slow approach of refreshments down the aisle.

I have found that by making slight adjustments to my work scheduling, I felt more in control and by stepping back from time to time, I was more in the driving seat and not being pulled along, in reactive mode, by action which never stopped.

Possibly you have a similar experience or ways you find effective to balance time and focus. Any thoughts or suggestions you have will be very welcome.

From the Jack Welch Management Institute.

What Venture Capital Firms Look For in Start-Ups

I saw this article in December issue of Inc. magazine and thought it was important to spread the word out to all those entrepreneurs who are looking for funding or in the early stages of development. In a recent survey, VCs revealed that social connections influenced their investment decisions on new start-ups but that other factors were more important. Here is what most venture capital (VCs) firms are looking for in start-ups: 

1. 30.4% in potential return on their investment
2. 27% in Founders experience in business or other start-ups
3. 26.4% in market readiness
4. 6.6% in regulatory exposure
5. 6.4% social connection with Founders (well social media) 
6. 3.2% in a lead investor. 

If you are a start-up how do does your company fit into these VC factors?