Presented by:
Natalie Ivey, MBA, SPHR
CEO & Performance Consultant
www.rpchr.com
Root Causes to Perception


Fundamental difference in philosophies
HR = Risk Management




Maintaining Compliance / Documentation
Workers Comp / Safety
Employee Relations “keeping ‘em happy” to
avoid turnover
Ops = Driving Results

$$$$$$$, %%%%%%, Goals achievement
2
Current HR Challenges /
Perception Problems







Department downsizing – more with less
“Job Description Creep”
HR leaders promoted based on technical
skills vs. leadership & management skills
Keeping up with rapidly changing laws
Frivolous hostile work environment claims
and HR wrapped up in “Employee Drama”
Perception/image of HR professionals as
“not strategic” and more administrative
“The Principal’s Office”
3
Current HR Challenges
“Nanosecond”
Communication &
Employee Relations issues
4
Current HR Challenges /
Perception Problems






Look at the Org Chart and what do you
see???
CHRO or VP?
Only a VP? Only a Director?
How much influence does HR have?
How do leaders view HR’s role?
Perception change starts with clearly
understanding current perception…
5
Underlying problems
Underlying problems to
HR’s brand image: Career paths into HR

Many professionals have advanced to
positions of responsibility from individual
contributor/administrative roles






Payroll Administrator to Generalist
HR Specialist to HR Manager
Benefits Administrator to HR Business Partner
HR “Coordinator” to HR Generalist
Continued “admin” perception – not enough
influence to create or align critical HR
infrastructure
Cross functional advancement small
percentage of HR professionals
7
Underlying problem:
Lack of Leadership Competencies
Core Leadership skills that are
missing:
 Strategic Planning / Goal Setting &
Alignment of Objectives
 Project Management
 Influencing & Negotiation
 Facilitation Skills – meetings
 Presentation and Speaking Skills
 Conflict Resolution Skills
8
Underlying problems:
Lack of Leadership Competencies





Lack of leadership development for HR
professionals = micromanaging
behaviors displayed too often
HR perceived as “too emotional” and too
focused on employee satisfaction vs.
bigger picture metrics
Lack of clear, measureable goals
Misalignment of HR activities, not
strategically aligned – therefore…
No perceived value add
9
Underlying problems:
Lack of Other Competencies
Other knowledge/skills/abilities that are
missing in HR:
 Time Management
 Assertive communication
 Financial knowledge / managing budgets
 Lack of IT/systems knowledge & how to
integrate with strategic planning
 Lack of networking skills/ability to
acquire resources
10
Strategies to Start Changing
Perception to Strategic Partner
Clearing Defining HR’s Role
HR’s Role must evolve…
Tactical vs. Strategic


HR's role in the organization is all too
often tactical over strategic
HR professionals reported spending only
23% of their time in 2005 "being a
strategic business partner" - no more than
they reported in 1995
Source: 2005 Report produced by USC Professor Edward E. Lawler III
13
Tactical vs. Strategic
TACTICAL





Urgent, day-to-day
demands
One-off, short-term
answers
Technical expertise and
paperwork
“Bailing the boat out
daily”
“Working at ‘sea level’ in
the weeds…”
STRATEGIC






Urgent, longer-term needs
Solutions, relationship
management
Long-term process improvements
Developing people
“Plugging the holes in the boat”
so we have smooth sailing
“Working at ‘30,000’ feet to view
more of the landscape and what’s
on the horizon…
14
Tactical vs. Strategic
TACTICAL






Dealing with employee
relation’s complaints
Conducting new-hire
orientation
Interviewing non-exempts
Reviewing FMLA paperwork
to approve/deny leave
Calculating employee PTO
balances
Responding to an EEOC
charge
STRATEGIC






Performing a SWOT analysis
Conducting an Environmental Scan
Identifying industry/workforce trends
and creating plans to capitalize on
trends
Identifying organizational risks and
creating plans to minimize risks
Anticipating potential poaching of
talent and working proactively to
avoid losses
Aligning HR departmental goals with
“big picture” organizational goals to
drive desired results in key metrics
15
Clearly Defining HR’s Role



HR’s primary role is to define and manage the
“backbone” of organizations: the integrated
framework of processes (or vertabrae) of managing
human resources
Additionally, HR’s role is to maintain compliance
and subsequently serve as internal consultants to
minimize organizational risk
Through managing risk and managing the
backbone/framework, HR provides strength and
alignment with organizational goals – consequently
driving business results
16
The Organizational “Backbone”
=
=
=
=
=
=
=
=
=
=
=
=
=
=
=
=
=
Job Analyses and Creation/Maintenance of Job Descriptions
Competency and Behavioral-based Interview Guides
Talent Acquisition Process
Compensation & Benefits / Payroll/HRMS Systems
Orientation/On-boarding
Polices, Procedures, Performance Standards, and Clear Objectives
New-hire training
Ongoing Technical & Soft Skills Development
Mentoring
Career Pathing Opportunities
Career Development & Advancement Processes
Chief HR Officer
1:1 Processes for Coaching & Performance Management owns the entire
Quarterly, Semi-Annual, or Annual Performance Reviews
backbone
Talent Management Assessments & Succession Planning
Performance Improvement Plans
Progressive Discipline Processes
Termination Processes
17
Shifting Perception to
Strategic Player Requires
Influence & Negotiation
To create/shape the backbone
requires a senior HR Champion
HR Champion must have
recognized authority
HR Champion must have ability
to influence change toward
cooperation—through making
changes to the backbone
HR Champion must have
“political horsepower” to hold18
others accountable
Defining Role,
Responsibilities—and
Authority
What is your job title?
What is your boss’s job title?
Is he/she a Champion / “Power Player”?
What parts of the backbone do you manage?
How much authority do you have to be a
chiropractor (to effect change)?
19
Aligning Goals & Objectives
“Big Picture Goals”
HR Department
Goals
Team Member
20
Tasks/Actions/Duties
Aligning Objectives:
Mission/Goals/Tasks & Duties
“Big Picture Goals”
HR Department
Goals
Team Member
Tasks/Actions/Duties
21
Specific
Measurable
Actionable
Reasonable
Time-bound
22
SMART Goals





Specific
(Exactly what will be done)
Measurable (The results can be
quantified)
Actionable (It can be accomplished; it’s
within your control)
Reasonable (It is realistic and is
aligned with the organization’s goals)
Time-bound (There is a deadline)
23
SMART Goals




“Decrease worker’s compensation expense
from $X to $X by end of the fiscal year.”
“Reduce time-to-fill open positions from an
average of 30 days to less than 15 days by
September 30, 20XX”
“Implement the new talent acquisition/onboarding software solution by April 30, 20xx”
“Reduce the average health-care cost per
employee from $X to $X by end of the fiscal
year.”
24
Improving Personal Brand Image
to Change Perception of HR
The Problem…




HR Profession is 80% female
Workplace dress heavily defines
perception of competence…
HR is far too casual
Female HR dress is often:
“school teacher”, “admin assistant”,
“busy, tired mom”, “fashionable retail
clothing store/make-up counter girl”, or
“nightclub singer”
26
Why is that a problem????


How can you become a strategic
business partner, helping to make
significant impact on your organization
—if the people around you perceive
your competence and level of influence
by the way you look at the office?
Right or wrong…you ARE judged based
on what you wear and what you say…
27
Personal Brand Image
Don’ts for Women:
Coming into work with hair still wet
Chewing gum during a meeting
Wearing clothes that don’t fit –go up a size if they’re too tight!
Nails too long (talons), chipped nail polish, extreme colors
Extreme hairstyles, chunky highlights, need of a “root job”
Earrings longer than 2 inches below the ear lobe
Wearing plastic hair clips and hair adornments
28
Personal Brand Image
Don’ts for Women:
Wearing heels you can’t walk in
Wearing shoes that are too casual or sandal like
Wearing low-cut or “stretchy” blouses or skirts above knee
If you can see a “roll” or a “muffin top”--don’t wear it!
Jewelry that “jingles”
Makeup appropriate for the nightclub—but not daytime
Carrying a handbag/tote bag/key chain with a bunch of
adornments…little stuffed animals, etc.
29
Personal Brand Image
Do’s for Women:
Invest in a business wardrobe
Pay attention to grooming:
Good haircut and color – hair is among first
people notice!
Nails polished & Makeup subtle
Perfume that doesn’t arrive before you do!
Invest in good quality accessories:
Good watch is noticed and lasts many years
Quality leather handbag & briefcase
Pearls will always give a polished look
30
Shoes in newest shape, 3” heels max height
Personal Brand Image:
Do’s For Women in HR
31
Personal Brand Image
Do’s for Men:
Invest in a business wardrobe
Pay attention to grooming:
Regular haircuts
Nails trimmed
Invest in good quality accessories:
Good watch is noticed and lasts many
years
Quality briefcase
Leather shoes & shined
32
Personal Brand Image
Don’ts for Men:
Taking business casual too far…
Sneakers or casual shoes are too casual
Not shaving –coming into work with stubble
Extreme haircuts and/or color
Too much cologne
“Cargo” pants with lots of side pockets
Wearing shirts without a collar
Wearing clothes that are wrinkled, too tight/loose
Using a backpack vs. a brief case – “college guy”
Chewing gum during a meeting
33
Improving Personal & Department Image
to Change Perception of HR
Strategies to Improve HR’s Brand Image
to Change Perception




Look inward to recognize weaknesses – get a
a few senior-level mentors!
If in an HR Management role—get leadership
training!
Think, plan, and act strategically: “how does
what I’m doing/planning to do generate an
ROI for the organization?” vs. “I have to do
this because the boss gave it to me to work
on…”
Track metrics; have facts and data to
support your recommendations
35
Improving HR’s Brand Image



Build partnerships across the organization:
 Ask others, “What are your current
challenges with the HR group? How can I
help to overcome those challenges?”
Develop alliances with other professionals to
build knowledge base & resources
Start thinking bigger picture – Go beyond
your desk and immediate to-do list
36
Improving HR’s Brand Image




Listen for leadership phrases:
 “We need to take a look at that…”
 “This is going to be a problem for us if we
don’t do something…”
 “I’m not sure why this is happening…”
Volunteer to take ownership of initiatives
that generate organizational impact
Get rid of non-value added processes
Identify—up front—what the return on
investment will be for your time/initiative
and how it will impact the bigger picture
37
Improving HR’s Brand Image

Support HR’s boundaries:

Be flexible; yet, firm
Example: Completed reviews from managers are due
on Wednesday by Noon. Two email reminders were
sent out re: due date & time. It’s Wednesday Noon
& Manager Bill doesn’t have his completed and says
he won’t have them done until Friday. You need his
team’s performance data to complete a matrix for
your boss--by Friday—to use in a senior leadership
discussion of the merit pool.

How would you handle this issue?
38
Improving HR’s Image




Ensure HR is creating “Flow” vs. “Friction” in
implementing processes
Seek input/feedback before rolling out
new/modified processes to clearly
understand business impact
Utilize Dashboard Metrics & Reporting –
“toot” the HR horn with other functional
groups & leadership team
Ensure metrics used are correlated to the
bottom line
39
Compliance Expert =
Better Business Partner
Become a Compliance Expert




Continue increasing your knowledge of
compliance – regular trainings and updates
Share your knowledge with others to
demonstrate your commitment to helping
minimizing organizational risk
Provide “compliance updates” to your
colleagues in other functional areas
Share new information, such as key
legislative changes or court cases that
establish a judicial precedent
41
Improving Leadership’s
“HR-IQ” to Improve Perception
Improving Leadership’s “HR-IQ”






Stop promoting managers because they are
“technically” competent
Create a curriculum of leadership development
courses to ensure clarity in role of a manager
Leadership curriculum must focus on behavioral
competencies AND legal compliance issues
Emphasize should be placed on need to Drive Results
through effective people management AND Manage
Risk while managing people
Leaders have to “get” why current policies and
procedures are in place
Policies are not just “because HR says so…” policies
mirror labor and employment laws
43
Leadership Development Courses
to Improve Leadership Behavior
Essential Skills of Leadership
Essential Skills of
Communicating
Coaching Job Skills
Communicating Up
Delegating
Developing Performance Goals
Standards
Effective Discipline
Improving Work Habits
Managing Complaints
Providing Performance
Feedback
Improving Work Habits
Managing Complaints
Providing Performance
Feedback
Resolving Conflicts
Supporting Change
“Managing Others 101”
44
Leadership Development Essentials

“Performance Management 101”


Introduction to performance appraisal process
Explanation of core competencies and how
performance will be measured in current role






Understanding of core competencies and how to
measure/evaluate direct reports
How to write a review--“sugar coating” is unacceptable
Where, when & how to deliver 1:1 coaching sessions
Where, when, & how to deliver a review
Where, when, & how to facilitate progressive discipline
Conflict Dynamics and Behavioral Styles
45
The Career Shift to Leadership
Former Role
Individual Contributor
Measured & Evaluated on:
 Job Knowledge
 Technical Proficiency
 Productivity
 Dependability
 Guest/Customer Service
Skills
New Role
People Leader
Measured & Evaluated on:

Conflict resolution

Planning

Influencing & negotiation

Decision-making

Facilitation

Communication

Managing organizational
change

Coaching & team development

Achievement of company goals

Ability to motivate
46
Leadership Development Essentials

“Talent Acquisition 101”





Effective recruiting strategies
Interviewing do’s & don’ts
How to evaluate & select job applicants
How to facilitate an effective orientation day
and on-boarding process for a new-hire
How to avoid legal landmines in the hiring
process
47
Leadership Development Essentials

“Employment Law & Policies 101”






Anti-harassment, discrimination, hostile work
environment – discussion of protected classes
Retaliation
FMLA, NDAA, USERRA – proper leave procedures
and documentation
FLSA and proper timekeeping procedures and
documentation
NLRA – do’s and don’ts of labor relations
OSHA and proper injury reporting and return-to-work
strategies
48
Leadership Development Essentials

“Employment Law & Policies 101”

Common Law





Negligent hiring, retention, supervision
Retaliation
Privacy/Search – Seizure
Wrongful termination
Understanding of how internal investigations
are handled by HR/Security, etc. and expected
cooperation
49
Summary






Look first at your department and yourself—
make personal and professional changes
Improve your business education—not just
in HR—and improve leadership
competencies
SMART goals tied to the big picture
Document actions & results
Toot your own horn
Present a solid business case for
implementing leadership development
training to improve leaders’ “HR-IQ”
50
Contact Info:
Natalie Ivey, MBA, SPHR
CEO & Performance Consultant
www.rpchr.com
Office: (561) 208-6480
Natalie@rpchr.com
51
Valuable Resource for HR

Following is the link to my new
book featured by SHRM in the
August edition of HR Magazine:
http://www.shrm.org/Publications
/hrmagazine/books/Pages/defaul
t.aspx
Available on Amazon.com
& the
SHRM Book Store
52