HR For The Non-HR Manager

Thinking about Salary Increases in 2011

2010-11-27T17:00:00.000-05:00

Hard to believe it but here we are again thinking about salary budgets for 2011. With the crazy year we had in 2010 it is hard to guess what companies will do with their merit increase budget. What impact if any should the improvement in the stock market, the change in the makeup of Washington, uncertainty with health care reform or the craziness happening in Asia have on business expectations for 2011. Don't we all wish we had a crystal ball.

My best advice is to make the decision that is right for your business but be sure you do some research on what other companies in your industry are doing. A potential source for salary information are surveys conducted by consulting firms, chamber of commerce's, and industry associations. One such survey was done recently by The Economic Research Institute and can be found at www.eerier.com

Lastly, no matter what your merit increase budget will be in 2011 be sure to communicate your plans to all employees. It is important that your employees understand what is taking place in the business.

How can I be sure the right person is promoted to a supervisor/manager role in my company?

2010-09-27T14:55:00.000-04:00

Today more than ever before organizations regardless of their industry seem to be struggling with this issue. This struggle has come about because of a variety of reasons; the workforce is shrinking, the pool of qualified candidates is limited, and the training dollars to prepare this highly successful technician for their new role are non-existence. All this being said in fairness to the person being promoted, and the employees they will manage we must find a way to guarantee their success.

The following are some ideas that I have found helpful in improving the odds of success:

Spend time upfront fine tuning the selection process.
Set clear expectations in the first 6, 12 and 18 months.
Conduct a formal on-boarding process within the first 2 months after appointment.
Meet on a bi-weekly basis to develop a communications channel.
Select a mentor/coach to assist with the transition.
Implement a 360 evaluation process after 12 months on the job.
Communicate openly and honestly.
Structure a team effectiveness workshop.
Evaluate the person's "fit" in the organization and team culture.

The bottom line is you must select the right person. In business today we have no choice but to select the "right supervisor/manager." The key is to put in place the right support mechanism that will work for your organization both in the short and long term.

Communication and the Important Role in Plays in Driving Success

2010-07-15T14:18:00.001-04:00

Common sense tells us that communication is an important tool for all organizations. However, how often do we really think about the communication process that needs to occur before we try to make significant change in our organizations.

Many times we get so caught up in accomplishing the goal that we loose track of the importance of getting those "team" members who are driving this change all on the same page. One way to ensure the team understands is to conduct a teambuilding exercise prior to implementating any significant change. This exercise will allow team members to not only understand the rationale for the change but at the same time will give each person an opportunity to understand each others styles, how they take in information and how best to use each others style in accomplishing the goal.

Once we learn about the makeup or styles of the team we need to continue to build on our learnings. These learnings become the foundation for our success and will enable us to attain success both in the short and long term.

Step 2 on How to Ensure You Have the Right People to Compete in the New Economy

2010-04-05T19:45:00.000-04:00

In our last blog, we began a discussion on the importance of having the right people in your organization to compete in your marketplace. We all know that we must have the right people resources to get business to the next level. It is clear that regardless of industry, revenue size, products or services, or number of employees, organizations constantly worry about the talent that is required to compete in this economy.

One of our clients mentioned in earlier blog said:

"When I joined we had six employees and $5 million in revenue; today we have 300 employees and over $500 million in revenue. In the beginning, I controlled all the people decisions. How do I ensure we hire and promote the right people because today we need a different type of skill and competency to compete in the marketplace?"

To help ensure you Have the Right People to Compete, Human Capital Consulting Partners recommends a multi-step plan. In this blog, we'll review Step 2.

STEP 2 Define the culture of your organization.

Develop a vision, mission, destination, or set of values that will become your foundation.
Communicate your "culture" to all stakeholders (e.g., your customers, shareholders, employees, vendors, and the community at large).
Hire, develop, and promote employees who "fit" into your defined culture.
Measure the progress against your "culture" on a regular basis through focus groups, employee surveys, and customer input.
Hold employees accountable through a formal performance management system.
Be sure senior management "walks the talk."

Stayed tuned for additional steps to help you WIN in your business.

Step 1 on How You Ensure You Have the Right People to Compete in the New Economy

2010-04-05T19:37:00.000-04:00

How often do you think about whether or not you have the right people resources to get your business to the next level? It is clear that regardless of industry, revenue size, products or services, or number of employees, organizations constantly worry about the talent that is required to compete in this new economy.

Over the past year we have heard the following comments from some of our clients:

CEO of a small-cap manufacturing company said, "When I joined we had six employees and $5 million in revenue; today we have 300 employees and over $500 million in revenue.In the beginning, I controlled all the people decisions.How do I ensure we hire and promote the right people because today we need a different type of skill and competency to compete in the marketplace?
VP of sales for a professional services company said, "We are adding new products that will double revenue in the next two years. This means I will need to hire my first sales force. How can I make sure we source, screen, interview, and hire the best?"
CFO of a biotech company said, "We made a strategic decision to expand our business globally. This means for the first time we must partner with others to deliver product in Europe. Do our employees have the experience to work internationally and hold their own in planning, customer meetings, and board presentations?"

Sound familiar?

To help ensure you Have the Right People in Your Organization to Compete in the New Economy, Human Capital Consulting Partners recommends a multi-step plan.

STEP 1 Define upfront your organizational needs.

Review annually your business strategy to ensure it is aligned with your overall vision and mission.
Identify the organizational structure that is required to support your business.
Outline the jobs/positions/roles that should be part of the organization structure in the short-, mid-, and long-term.
Define for each job/position/role the needed duties, responsibilities, competencies, capabilities, and experience.
Describe "fit" for your organization.
Determine the tools, metrics, or processes you will use to hire or promote the right people.

Stayed tuned for additional steps to help you WIN in this new economy.

An Eight-Step Process for Ensuring Your Acquisition and the Integration are a Success

2010-01-11T21:08:00.001-05:00

How many times have you read about the perfect marriage of two companies? Analysts, bankers, and competitors all talk about how the merger of Company X and Company Y will be a boom for the market place. Whether they are shareholders, customers, or employees, the buzz in the industry is they will all prosper significantly one way or another and within 12 months.

Twelve months later the headlines read: “Why did the merger of Company X and Y fail so badly when it appeared they had everything going for them?”

And the answer is simple: the companies did not focus on the people side of the transaction. But seasoned professionals know that successful integration requires a sharp focus on human capital and culture.

Far too many companies make the mistake of acquiring another organization, only to attempt immediately to assimilate the new company into the original company’s existing processes, programs, and culture. That is why acquisition integration is often extremely painful and unsuccessful.

With more than 25 years of experience in executive human resources positions and consulting, I have advised dozens of company presidents, CEOs, and board members on strategies and processes that help ensure a successful acquisition or merger. With that experience and research, I have honed an eight-step process that provides proven strategies for successful integration of two disparate organizations.

Step 1: Understand the impact of the acquisition on your business strategy.

Step 2: Determine the cultural fit of the new company.

Step 3: Appoint an integration team.

Step 4: Develop a communications strategy.

Step 5: Assess the people.

Step 6: Select and retain the right people.

Step 7: Design and implement the right human capital programs and processes.

Step 8: Meet you business and financial objectives.

Good luck and more detail regarding these steps can be found on our website.

Jim Geier
President and Founder
Human Capital Consulting Partners
www.hccpartners.com

How to Conduct Your Annual Performance Review Process

2009-12-21T21:10:00.000-05:00

At this time of year many organizations are beginning their annual performance review process. As you start this process you might find the following information to be useful.

Send a note out to all your managers giving them a specific timeline, i.e. as to due dates when payroll needs the salary increase information, when salary increases will be effective, when the forms must be returned.
If you developed a salary increase matrix be sure you explain to your managers how it works and any specific guidelines you want them to follow.
Notify all employees they need to complete a self appraisal regarding their performance during the last 12 months. This self appraisal should include how they performed against their job description and goals/objectives plus their views on their development needs. Once this is completed they should give a copy to their manager. Managers should review this document prior to completing the employee's review.
Ask your managers to be sure they get input from other departments if the employee was involved in other projects outside their own department.
Managers should be sure the setting is right when they conduct the actual performance review. Here are a few things to consider;

Schedule the meeting in advance and set aside at least 1 hour.
Conduct the review in a place other than your office. Use a conference room, go out to breakfast or lunch.
During the meeting, don't allow phone calls, emails, etc., this time is for communication without interruptions.

During the meeting be sure to review the employee's self appraisal, other managers input, and your input regarding the last 12 months of performance. Give examples where you can.
Once the meeting is over the manager should complete the actual performance review form noting the appropriate comments that came up during the one to one meeting.
After the review form is completed ask the employee to sign the performance review form and make any comments and return it to you. Before sending the final form back to human resources give the employee a copy of the form.

Just remember the important outcome from a performance review is "communication." You want to be sure all parties leave this process with an understanding of what was done well, the areas needed for improvement, what development is needed and what both parties will do to drive success in the future.

Jim Geier
President and Founder
Human Capital Consulting Partners

H1N1 in the WorkPlace: Practical Advice

2009-12-13T20:24:00.000-05:00

I had the opportunity to attend a seminar last Friday, December 11, 2009 sponsored by KYW Radio 1060 http://www.kyw1060.com/ in Philadelphia, regarding H1N1. The panel was made up of representatives from state government, healthcare, industry and employment law.

My takeaways from this session were as follows:

Up to date information is posted daily on the CDC website. http://www.cdc.gov/
Be sure to check your state websites as well. In Pennsylvania the site is, http://www.health.state.pa.us/
Key is to be sure you "Keep sick people home."
Employers might need to look at their sick policies to allow employees to work from home.
Employers might need to look at their sick leave policies to determine if doctor's notes are really needed to prove illness during this period of H1N1.
Questions employers have regarding treatment of policies and procedures during this period should be referred to their employment attorney for clarification.
Employers might consider changing current policies that deal with sick time during the flu season. Once flu season is over can go back to current policies but remember to communicate to all employees.
Continue to communicate to employees the importance of washing hands.

Per the panelists the second wave of H1N1 was coming to an end and now we are entering the time for seasonal flu. Could be a third wave for H1N1 which will be sometime in the Spring.

How to Select the Right HR Executive For My Company

2009-12-07T15:33:00.000-05:00

Over the years whether in my role as a corporate VP of Human Resources or today in helping companies with their HR strategies, processes and programs, the question always is "How do I select the right human resources executive for my company."

To me the processes are not that much different whether you already have an HR department or you are just beginning to establish your first formal HR department. However, today my thoughts/suggestions are for those companies who are just beginning to establish their first formal HR department. For those of you just beginning the following are questions or steps to assist you:

Why you are adding this new function/position?
What are your expectations for this postion?
Who will the position report to in the management team? (Will who the position reports to impact the type of candidates who apply for the position)
What type background and experience will the HR person need to have to be successful at my company and in the job?
Do I understand the current HR processes and programs that are in place today in my company?
Do I know the required HR processes and programs that are needed in my company in the future in order for us to be a successful company?
Once you answer the above questions, then you need to decide, should I hire someone part-time, full-time or should I just outsource the entire function?
If you decide to hire someone on your staff then you need to develop a job description or job profile that outlines the duties, responsibilites, knowledge and competencies required for this position?
Now that the job description/profile is completed, what compensation package do I need to put in place in order to attract and hire the right person for the job?
How will I find this person? (Should I engage a search firm, advertise on job boards, network with my peers)
Once candidates are identified how do I screen out the right people for my job?
What interview questions do I ask the candidates to be sure they have the right background, experience and competencies to handle my HR job?
Who at my company should be involved in the interview process?
How do I tell if the person will fit my company culture?
Once a candidate is hired, what are the next steps?
Should I implement an orientation or onboarding process over the first few months?
What goals and objectives or expectations should I outline for the first 6 months and 12 months?
Who will explain the company culture, how decisions are made?
How often will I give feedback so the new person understands where they stand in the job?
What does success look like?

Hopefully, you will find this above list of questions or steps to be useful as you build your HR fucntion.Good luck and be sure to hire the person that works best for you and your company.

Jim Geier
President and Founder
Human Capital Consulting Partners

Importance of On Boarding Process for New Hires

2009-11-26T22:54:00.000-05:00

How many of us think it is important to assist new hires once they join our company? How many of us explain to new hires our company culture? How many of us set goals and objectives in the first six months for new hires? How many of us explain to new hires how decisons are made in our company? How many of us have been told by our employees that the first year of employment was a difficult transition and there were times they thought about resigning?

One way to address these questions/concerns is to establish a formal "on boarding " process in your company. A process could include the following:

A mentor or buddy that can help answer any questions about the company culture, how decisions are made, how their boss makes decsions, etc.
A formal plan for the first 30, and 60 days that allows for a smooth transition into the company.
Meeting with their new staff,especially if they manange people, one on one during the first two weeks.
Formal goals and objectives for the first year after the first 60 days of employment.
If their superviisor be sure to meet with the new employee once every 2 weeks to understand issues, concerns, and how best to ensure their success.
Change the initial goals and objectives especially if they don't fit the needs of the business.
During annual performance review ask the employee what could have been done better during the first year to have assisted with their tranistion.

2010 Salary Budgets

2009-11-20T12:20:00.000-05:00

It is that time of year when many of you are doing 2010 budgets and trying to determine during these crazy economic times what the right merit increase budget might be for 2010. The following are some questions to consider before making a final decision on 2010 salary budgets:

What are your company sales and profits projected to look like at the end of 2010?
What type of expenses must your company invest in to keep up with your normal business operations?
What are your current staffing levels, to high, to low, not enough?
What type of operating expenses can be eliminated in 2010, i.e. advertising, consultants, travel, etc?
What type of percentage increases did you receive in your benefit programs?
Are your current base salaries competitive?
Should we have a merit pay system or cost of living pay system?
Will our incentive plans have a resonable payout to our employees?
Are we losing our good people?
Do we have a problem hiring good people?

There are alot more questions that could be listed but it really comes down to what can you afford. Be sure to collect background information on what is being done in your industry, size company, or geography and this can be found by doing searches on the web.

In closing, you need to make the decision on your 2010 merit budget that is right for you.

Jim Geier
President and Founder
Human Capital Consulting Partners

Importance of Developing "Culture" in Your Organization

2009-11-17T21:27:00.000-05:00

Over the last two days I attended BIOTECH 2009 http://www.biotech2009.org/ a gathering of over 800 people in the life sciences industry held in Philadelphia and sponsored by PA BIO http://www.pennsylvaniabio.org/ and BIO NJ. http://www.bionj.org/

Interesting two days but what I found most interesting and refreshing was a fireside chat that Debbie Hart, head of BIO NJ conducted with Fred Hassan, former Chaiman and CEO of Schering Plough. For those who don't know Schering was recently acquired by Merck.

One of the questions asked to Mr. Hassan was the importance of "culture" in an organization. He stated that culture was one of the key success factors for any organization. He defined culture for him to mean the need to have a :

Road Map for Your Business
Long Term Plan/Outlook, and,
Organizational Health

Not sure his plan will work for all of us but you can't argue with his success over the last 30 plus years for patients, shareholders, investors and employees.

More information can be found about Mr. Hassan at

http://www.pehub.com/56027/fred-hassan-joins-warburg-pincus/

http://video.google.com/videoplay?docid=-3923563705954710811

http://www.chiefexecutive.net/ME2/dirmod.asp?sid=&nm=&type=Publishing&mod=Publications%3A%3AArticle&mid=8F3A7027421841978F18BE895F87F791&tier=4&id=566AC332AB644BF7BCF609A899977836

The Importance of Getting the Right People on the Bus

2009-11-15T20:59:00.000-05:00

How many of you have really read "Good to Great." Jim Collins has given all of us the foundation for what it takes to build a successful organization. Regardless of the size of your organization people is what will make your business strategy a reality.

Do you pay attention to what it takes to have the right people in the right jobs?
Do you spend time defining the roles, responsiblities and competencies needed for each postion?
Do you know how to interview and select the right person ?
Do you have a formal on-boarding process?
Do you set goals and objectives for your employees?
Do you coomunicate with your employees?

All of the above can help drvie business success, try it you might like the results.