Transcript HREvolution - Montgomery County SHRM

HREvolution
Moving from
Tactical to Strategic
Barbara Mitchell
Cornelia Gamlem
You have to know where you’ve been to
know where you’re going
David McCullough, Author and Historian
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Beginning of our Profession
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Late 1800s.
 Employment
decisions were at discretion of
foreman.
 General disregard for health & safety and
child labor practices.
 High immigration rates and low skill levels
meant an abundant supply of cheap labor
 Unionization attempts were ineffective.
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Beginning of our Profession
Major strike at National Cash Register at
turn of 20th Century.
 John H. Patterson, president, creates a
new department he called “personnel” to
handle:
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Grievances
Discharges
Safety
New laws impacting employees
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Beginning of our Profession
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Between 1915-20, the number of large US
employers with personnel departments rose
from 5% to 25%.
The End of WWI and the Depression brought a
decline to this fledging profession
 Opened
the door for labor to look to legislation and
not personnel management for solutions to
unemployment.
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In the 1930s Norris-LaGuardia Act, NLRA
passed and set in motion resurgence of
personnel administration.
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HR Trivia
In what year was the FLSA signed into law?
 1938
and it applied to industries whose combined
employment represented one third of the labor force.
 What was the minimum wage?
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25 cents per hour;
 What
was the maximum number of hours in the
workweek?
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44 hours
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After World War II
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Personnel Administration seen as critical
American Society of Personnel Administration
(ASPA) started in 1948 with 67 members
In 1954, Peter Drucker coined the term “Human
Resources” defining 3 broad managerial
functions, managing:
 the business, other managers and the
workers and work which he defined as “the
worker is the human resource”
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The 60’s & 70s
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Equal Pay Act of 1963
Civil Rights Act of 1964
Medicare and Medicaid established in 1965
By 1969, 40% of US labor force were women
Late 60s ASPA had 10 employees and 5,000 members
OSHA goes into effect in 1971
The Employment Retirement Income Security Act
(ERISA) is enacted in 1974
The Pregnancy Discrimination Act is enacted in 1978
Late 70s ASPA membership reaches 28,471
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The 80’s & 90’s
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IRCA—1986
COBRA—1986
WARN—1988
ASPA becomes SHRM—1989
ADA—1990
CRA 1991
FMLA—1993
SHRM celebrates 50th anniversary
SHRM membership 131,571
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The 21st Century
Global Professional in HR (GPHR)—2004
 SHRM membership surpasses 265,000
 Enron, Worldcom, Arthur Andersen
scandals
 Sarbanes-Oxley—2002
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HR Challenges Now
Growing shortage of skilled workers
Generations at work
Increase of contingent employees
Globalization
Technology & Communication
Economic Factors
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Growing Shortage of Skilled
Employees
Declining birthrate in industrial nations
 Aging population
 Previously valuable skills no longer
required in our information driven
economy
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Generations
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Veterans, Boomers, Xers, Millennials and
NOW:
 Internet
Generation (or Gen Z or Gen I)
 Never lived in a world without the internet or
threat of terrorism
 Multi-tasking is a common as breathing
 Get information Facebook and Twitter
 Privacy has less meaning
 Email is too slow
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Bridging Generational Gaps
Millennials need for work/life balance is
aligned with Baby Boomers needs
 Boomers, Veterans, and Millennials share
a desire to give back
 HR must be aware we can’t meet
everyone’s needs so do what is best for
your organization and your culture
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Increase of Contingent Workers
Economy has forced businesses to be
hesitant to hire full-time workers or to even
fill positions with employees
 Currently, 10 million contingent workers
(more than the number of union members)
 22 million US companies don’t have any
payroll
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Increase of Virtual Employees
42% of US organizations provide some
sort of flexible working options
 Issue is how to provide the connections
working in the same place used to provide
 Work is a “state of mind”—not a “place to
be”
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Telecommuting
Has your organization revisited
telecommuting in light of the Yahoo
decision?
 Has flexibility impacted your ability to hire
and retain good people?
 How does your organization maximize
collaboration?
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Globalization
Madeleine Albright, former Secretary of
State, was asked at a book signing,
“How do you stop globalization?”
Her response was “You don’t.”
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Globalization
Successful organizations have embraced
the concept of “moving the work—not the
worker”
 Need awareness of vast cultural
differences as how work gets done
 Must be aware of major differences in laws
and regulations
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HR Trivia
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When was the Employee Retirement
Income Security Act (ERISA) into law?
 1974
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History of Communication
1455 to Present – News books to Newspapers (to
current modes of communication)
ERISA mandates certain communications.
How are you communicating with your employees
about benefits?
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Benefit Communications
"Which of the following employee benefits communications methods does your
organization use?"
Enrollment materials (online or paper)
84%
Group employee benefits communications w/company representative
65%
One to one benefits counseling with an organizational representative
51%
Intranet
48%
Direct mail to home/residence
41%
Newsletters (online or paper)
39%
Benefit fairs
26%
Virtual education
13%
Social media
4%
Group employee benefits communications with your vendor
3%
Source: SHRM, State of Employee Benefits in the Workplace—Communicating Benefits
Benefit Communications
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Jellyvision Benefits Counselor, an interactive online tool
that walks employees, new hires and their family
members through the process of selecting and enrolling
in benefits.
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Decision support tools based on animated stories to
educate employees on benefits.
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Best Buy Corp’s on-line Watercooler is used to
communicate worldwide during benefits enrollment.
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Patient Protection & Affordable
Care Act
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Employees are asking “What does this mean for
me?”
Opportunity for HR to communicate with &
educate employees
Opportunity to show HR’s link to the
organization’s strategic goals & objectives
 What
is the value proposition?
 What is the HR strategy for engagement, talent,
recruitment, team performance, total rewards?
Gary Kushner, 3/11/13, “Ready, Set, Go! Preparing your Organization Now for Health Care
Reform” at SHRM 2013 Employment Law & Legislative Conference
Technology & Communication
Cloud computing, mobile devices, social
media and workforce analytics are
seriously impacting how we work
 Employees expect their employers to offer
similar capabilities in mobile and social
media as they have access to outside
work
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HR Magazine October 2011
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HR Trivia
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How much did Henry Ford pay his
assembly workers in 1914?
 $5
a day
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Henry Ford & Steve Jobs
Industrialist
Manufactured in the USA
Outsourcer
Assembled in China
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Economic Factors
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The Times they Are A-Changin’
Embracing change
Preparing for the future
How can HR professionals embrace these
forces and challenge themselves,
individually and collectively, and adapt to the
future in creative and strategic ways?
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HR Value Added
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What does HR need to do to add value?
 Encourage
organizations to invest in talent
 Lead using metrics and data
 Commit to innovation
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Ed Lawler, Director of the Center for Effective
Organizations and Professor at USC
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HR Value Added
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Ask yourself these questions?
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Can I participate with understanding in
discussions around my organization’s
business objectives?
 Do I constantly look for ways to improve
productivity through better labor utilization or
other measures?
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HR Value Added
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Do I anticipate challenges and resolve
potential problems?
Can I ask the right questions to help my
organization meet its mission?
Do I lead change?
Do I communicate effectively?
Do I lead the organization in an ethical
fashion?
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Case Study--Google
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Google People Operations Vision and
Mission:
 Make
people metrics universally useful and
accessible
 Enable all People Operations processes to be
analysis driven
 Use analytics to attract, retain and increase
productivity
 Be a laboratory for breakthrough ideas
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A Good Manager at Google
Coaches h/her people
 Communicates clearly
 Doesn’t micromanage
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 Google
spread the word throughout the
organization that these were the skills
employees valued in a manager
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Case Study--Zappos
We decided that we’re a service company
that just happens to sell shoes.
 We interview people for culture fit. We
want people who are passionate about
what Zappos is about—service. I don’t
care if they’re passionate about shoes.
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Tony Hsieh, CEO
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Case Study--Zappos
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How Zappos lives its values:
 New
hires are interviewed for culture fit
 Every new hire goes through five weeks of
new-hire training—including two weeks in a
call center
 They believe “that customer service shouldn’t
be just a department—it should be the whole
company.”
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Strategic Management
More agile and adaptable
 More outward looking
 More effective at addressing the demands
of multiple stakeholders
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Ed Lawler and Christopher Worley
Management Reset, Organizing for
Sustainable Effectiveness
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Strategic Management
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Four Core Issues
 Robust,
flexible strategies for short-term opportunities
and threats
 A culture that thrives on change, innovation,
collaboration & efficiency
 Rewards and talent management systems tied to
organizational goals that attract and retain the right
talent
 Behavior that creates leaders throughout the
organization
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Leadership Characteristics
Integrity and honesty
 Visionary strategic planners
 Innovative and imaginative
 Business acumen
 Critical thinkers
 Work with ambiguity & address challenges
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Developing Leadership
Characteristics
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Build awareness of your organization.
 Network internally
 Build relationships with colleagues outside HR
 Participate in strategic planning with senior
management
 Participate in a task force that involves other
functional areas in your organization
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Developing Leadership
Characteristics
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Suspend judgment before making decisions
problems – think in different and better ways
 Gather and analyze all pertinent information – then
plan a course of action
 Frame
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Seek information and insights from relevant areas of the
business
Elicit and listen to opposing points of views
Gather insights from diverse constituencies and demonstrate
sensitivity to different perspectives
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Developing Leadership
Characteristics
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Embrace change
 Get
involved early in new ideas
 View it as an opportunity
 Lead the way to bring others along
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Be Proactive
 Flexible
 Organized
 Resilient
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Closing Thought
HR helps run the business. The focus is
increasingly on talent management –
finding, keeping and leveraging that talent to
meet organizational goals. Those HR
professionals who aren’t at that level may
not make it in tomorrow’s workplace.”
Sue Meisinger, SPHR
CEO, SHRM (Ret.)
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Call to Action
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Continue to study the field of human resources.
Research and understand emerging trends and
issues.
Don’t just listen to sound bites.
 Go
beyond the surface to understand how change will
impact your organization.
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Develop and strengthen your critical thinking
skills.
 Make
the best judgments and decisions for your
organization and all of its employees.
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