Five HR Strategies in Dealing with Prolonged Low Growth

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Five HR Strategies in Dealing with Prolonged Low Growth"

Transcription

1 Departments: Management Five HR Strategies in Dealing with Prolonged Low Growth KHO Hyun-Cheol HR Management during a Low Growth Period Concerns are rising that low global economic growth will persist for a long time. Even if a lengthy trough does not materialize, however, a robust rebound is unlikely to arrive soon. Under these circumstances, corporate management is under heavy pressure to keep costs in check, raise productivity and secure new growth engines. For Korean companies, where labor productivity is just 49 percent of that of the US, such tasks are especially challenging. To succeed, they will need to reshape how they handle their workforce. A low-growth period is characterized by limited resources, squeezed profit margins, increased risks and fragile emotions in the workforce. In response, companies need to stress practicality, fairness and vitality. Practicality involves injecting resources with an emphasis on tangible outcomes. This differs from the typical cost-cutting seen in a downturn. Fairness involves fair HR even with limited resources and growing employment anxiety. Vitality stresses the mental alertness and internal communications of a company. Direction of HR Strategy and Tasks AHead This paper presents five human resource strategies and major tasks based on practicality, fairness and vitality, to help businesses secure necessary capabilities for future growth. Recruitment: Open-Ended Hiring And Looking Internally Strategizing and swiftly responding to demand takes on more urgency during a low-growth period. More than ever a company needs to have July 2013 SERI Quarterly 99

2 Five HR Strategies in Dealing with Prolonged Low Growth Figure 1 Basis of HR in Low-Growth Period Environmental Change HR Basis Limited Resources Practical Benefits Practicality Worsening Profitability Heightening Risk Spreading Anxiety Rising Work Stress Empathy Pressured Atmosphere Fairness Vitality the proper personnel in place. Thus, waiting for a predetermined time to perform annual hiring, as is largely the case in Korea, fails to meet ongoing need. Open-ended hiring should be installed to employ specific talent that otherwise would go elsewhere. This approach will better ensure talent arrives on a timely basis and help reduce the cost and effort required to organize mass hiring. In open-ended hiring, casting a wide net is advisable. Advanced companies, even in periods of low growth, search for skilled people via so- cial recruiting to fill needs in business strategies. But before a new hire is sought, companies would be wise to actively look internally to fill roles. This requires them to recognize latent skills and talent that an employee possesses. Global leading companies have created teams within the organization in charge of internal open recruitment to find skilled people, while operating an Intranet system. They also utilize outside experts for fair employee selection that is reflected in decision making. Figure 2 Five HR Strategies and Tasks Direction Tasks 1 Recruitment Open-ended hiring and nurturing in-house talent Shift to open recruitment from massive regular recruitment Expand recruitment for new businesses HR Management Evaluation & Compensation Organization Culture Strengthening efficiency and fostering leadership Non-monetary compensation and fairness Raising vitality and work engagement Prioritize flexibility, such as worker relocation Foster key leaders for future growth Raise compensation effects via stronger motivation Nurture receptiveness via fair evaluation and compensation Prevent burnout and create an environment for self-engagement Create a culture where challenges with positive tension are formed 5 Empathy Concern and effective communication Ease fears by strengthening mental fitness Help form unity through close communication 100

3 KHO Hyun-Cheol HR Management: Improving Efficiency and Fostering Leaders Personnel management needs to be constantly aligned as business strategy copes with low growth. Reassignments and changes in duties need to be performed efficiently to successfully execute strategies. Employees should be placed in duties according to work priority and strategies. On the same note, it is also important to cultivate leadership in key jobs like R&D, design and marketing. Leading global companies strategically foster key employees who will lead next-generation industries. According to an annual global CEO survey, CEOs most important task in 2013 was fostering key managers. On-site customized training, rather than collective training, can help groom key managers. Evaluation and Compensation: Recognition and Fairness In periods of high growth, companies are able to provide uniform salary increases and bonuses. A weak business environment naturally forces companies to tighten their spending. However, management should not forget that recognition and encouragement are highly valued by employees and can reinforce motivation. Non-monetary compensation also can be applied to meet an employee s desires. For example, someone who is performance-driven can be given education opportunities. In open-ended hiring, casting a wide net is advisable. Advanced companies, even in periods of low growth, search for skilled people via social recruiting to fill needs in business strategies. In particular, monetary compensation itself may be insufficient for high-performers, so tailored compensation is necessary. Accordingly, companies should offer flexible work time, challenging work and opportunities for creating business ideas, all of which will help keep them stimulated and motivated. July 2013 SERI Quarterly 101

4 Five HR Strategies in Dealing with Prolonged Low Growth As employees become more sensitive in a slow growth period, fair evaluation is crucial. If employees believe job reviews are unfair, complaints will ensue along with sinking morale and resignations. Thus, it is important to build a transparent employee assessment system, which can lead to more accurate evaluations and fairer compensation. Regular training of evaluators can minimize evaluation errors and help communicate goals for personal improvement. Multidimensional evaluation, including peer review, should be utilized to raise fairness. Organizational Culture: Raising Vitality and Work Engagement A slow economy can have a heavy toll physically and mentally on employees. Workloads and working hours may increase, leading to burnout. Since time becomes more precious, managers must be more precise about work assignments to avoid unnecessary or repetitive effort. They also should allow employees freedom in deciding the priority and timing of their activities. This can reduce work stress and increase work satisfaction. Low value-added work should be integrated, eliminated or outsourced to raise work productivity. Pfizer has a Pfizer Works system that handles peripheral work for talented workers, allowing them to focus on their key duties. It is also crucial to maintain an atmosphere where innovation and creativity is encouraged for sustainable corporate growth. To this end, employees can be steered toward more challenging work. Empathy: Concern and Communication Companies can expect the mood of employees will be fragile when the economic climate is under stress. Asking employees to take on bigger workloads but without the budgetary strength to increase salaries and benefits will be an obvious challenge to management. Even if employees are understanding, the physical and mental strain of dealing with more tasks and possible feelings of job insecurity can affect work performance. Neglecting employees difficulties can result in major costs in terms of lost personnel, experience and productivity. Companies must be vigilant and take preventive steps to relieve employees anxiety and stress. Insecurities and complaints should also be resolved by enhancing communication, and by sharing companies management status in a transparent manner. Business performance and strategies should be shared with employees, so they can better understand the overall corporate situation. SAS broadcasts live CEO management briefings via an internal network, while taking questions in real time and providing responses. It is also important to strengthen daily communications so employees do not feel isolated. Internal social network and counseling systems can raise emotional closeness and connection. ProposaLS For successful promotion of the foregoing five HR strategies, a solid foundation should be created in three areas of scientific infrastructure, healthy organization and sound leadership. First, a data-based scientific HR management system should be built for effective use of personnel, to prevent employee-related problems, which tend to rise in low growth periods, and to prepare alternative policies. Advanced companies actively use big data in HR, micro targeting and deciding solutions. For example, Dow Chemical coped with the high economic sensi

5 KHO Hyun-Cheol Figure 3 Strategies for Sound Foundation Sound Organization Strengthen soundness of the organization by stressing core values Five Strategies 1 Recruitment Open-ended hiring and nurturing in-house talent 2 HR Management Strengthening efficiency and fostering leadership Evaluation & 3 Compensation Non-monetary compensation and fairness 4 Organization Culture Raising vitality and work engagement 5 Empathy Concern and effective communication Sound Leader Strengthen leader s health and resilience Scientific Infrastructure Build scientific HR management systems based on Big Data tivity of its business by using data to anticipate needed personnel and to minimize loss of talent. Second, companies should be consistent in applying their corporate values to all facets of their business activity, including codes of conduct, criteria for selecting and prioritizing tasks and resource allocation. frustration. They need to display resilience and flexibility. Keywords HR management, HR strategy, low growth period, open-ended hiring, organizational culture Factors that may undermine the basis of the company or upset the internal atmosphere also must be addressed. The risk of corruption rises when business growth stagnates. Also, work stress and shorter tempers may lead to misconduct such as rude remarks and team selfishness. Management therefore may need to highlight workplace etiquette and ethics. Third, leaders themselves should reflect on their physical and mental health to lead the organization in a tough period. Leaders should control their emotions in a highly uncertain period and maintain their balance. Leaders who had been creating high performance can tend to lose confidence and be overtaken by fear or KHO Hyun-Cheol is a research fellow at SERI. His research interests include corporate culture, human resources management and organizational development. He holds a Ph.D. in Sociology from Yonsei University. Contact: July 2013 SERI Quarterly 103

Using Workforce Analytics to Reduce Employee Turnover

Using Workforce Analytics to Reduce Employee Turnover Using Workforce Analytics to Reduce Employee Turnover White Paper This White Paper describes the challenges of reducing employee turnover in shift based organizations, and introduces Otipo s innovative

More information

WHITE PAPER: How to Tackle Industry Challenges?

WHITE PAPER: How to Tackle Industry Challenges? WHITE PAPER: How to Tackle Industry Challenges? Introduction Human Resources (HR) teams came into existence, during the industrial revolution, for the purpose of manpower planning. HR professionals have

More information

HR Manager Job Description

HR Manager Job Description HR Manager Job Description SUMMARY The Human Resources Manager manages Human Resources services, policies, and programs for the entire company. The major areas directed are: recruiting and staffing; organizational

More information

HONG KONG October December 2004. The Hudson Report EMPLOYMENT & HR TRENDS

HONG KONG October December 2004. The Hudson Report EMPLOYMENT & HR TRENDS HONG KONG October December 2004 The Hudson Report EMPLOYMENT & HR TRENDS Introduction The Hudson Report has established a reputation as a key socioeconomic indicator in today s marketplace. It has been

More information

HR Outsourcing. Types of HR Services. An Overview of Positives and Risks

HR Outsourcing. Types of HR Services. An Overview of Positives and Risks Outsourcing can be a viable management strategy for many companies. Increasingly, both small and large businesses are choosing to outsource some or all of their human resources (HR) functions to payroll

More information

From Recession to Recovery:

From Recession to Recovery: From Recession to Recovery: Using Employee Purchase Program Benefits to Recruit, Retain and Rejuvenate Road to Recovery Series A Purchasing Power White Paper July 2011 TABLE OF CONTENTS Executive Summary...2

More information

IT TALENT MANAGEMENT FOR MID-MARKET COMPANIES

IT TALENT MANAGEMENT FOR MID-MARKET COMPANIES IT TALENT MANAGEMENT FOR MID-MARKET COMPANIES FOR IT DEPARTMENTS, CONNECTING WITH TOP TALENT IS CRITICAL In the rapidly evolving world of business, hiring and maintaining a competent IT department is essential

More information

Cost Reduction & Engagement Survey

Cost Reduction & Engagement Survey Survey Highlights Cost Reduction & Engagement Survey 2009 About the Survey In early April, Hewitt Associates surveyed HR executives at 518 U.S.-based companies (representing over $4 trillion in annual

More information

INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS

INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS WHY TEDS? Fully Integrated TEDS Talent Management Solutions are fully integrated, allowing information to be shared among

More information

THE CALL CENTER S NUMBER ONE DILEMMA - Profit Erosion:

THE CALL CENTER S NUMBER ONE DILEMMA - Profit Erosion: THE CALL CENTER S NUMBER ONE DILEMMA - Profit Erosion: Is Workforce Attrition Eating Away at Your Profitability? A WHITE PAPER FROM WWW.TELECORPPRODUCTS.COM THE CALL CENTER S NUMBER ONE DILEMMA - Profit

More information

Human Capital Management Challenge: Fostering Employee Mentoring, Engagement, and Development in a Limited Budget Environment

Human Capital Management Challenge: Fostering Employee Mentoring, Engagement, and Development in a Limited Budget Environment Human Capital Management Challenge: Fostering Employee Mentoring, Engagement, and Development in a Limited Budget Environment By Carolyn M. Taylor Chief Human Capital Officer, Government Accountability

More information

Strategic Aspects Of The Importance Of Employee Management Dean R. Manna, (Email: manna@rmu.edu), Robert Morris University

Strategic Aspects Of The Importance Of Employee Management Dean R. Manna, (Email: manna@rmu.edu), Robert Morris University Strategic Aspects Of The Importance Of Employee Management Dean R. Manna, (Email: manna@rmu.edu), Robert Morris University INTRODUCTION Emerging Importance Of Employee Management A ccording to the Herman

More information

HELPING YOU GET ON WITH BUSINESS

HELPING YOU GET ON WITH BUSINESS HELPING YOU GET ON WITH BUSINESS We feel like Flex HR is a division of our company. They free us up to do what we do best Wendy Heath, Owner, Heath Construction HELPING YOU GET ON WITH BUSINESS A message

More information

HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Knowledge Professional and Organizational. Leadership/Human Resources Management. Program Management

HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Knowledge Professional and Organizational. Leadership/Human Resources Management. Program Management HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Employees in this banded class provide leadership and supervision to professional/technical staff in the delivery of a contemporary human resources program(s)

More information

Employee engagement is promoted by a myriad of

Employee engagement is promoted by a myriad of SHRM Foundation Executive Briefing Employee Engagement: Your Competitive Advantage Sponsored by Randstad Employee engagement is promoted by a myriad of consultants, books and articles, but does it really

More information

Talent Management Trends Results from FlashPoint s HR Professionals Survey

Talent Management Trends Results from FlashPoint s HR Professionals Survey Talent Management Trends Results from FlashPoint s HR Professionals Survey September 2012 Key findings from our research GREATEST OVERALL HR ISSUES THIS YEAR Developing and training talent, especially

More information

A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES. Who Will Build Your Future? The New Employee Relationship. Sponsored by

A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES. Who Will Build Your Future? The New Employee Relationship. Sponsored by A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES Who Will Build Your Future? The New Employee Relationship Sponsored by Sponsor s Perspective One of the many outcomes of the difficult economic environment

More information

Emotionally Intelligent Leadership

Emotionally Intelligent Leadership Emotionally Intelligent Leadership Leadership and Emotions Copyright 2005 Claus Møller Consulting. All rights reserved. This work may not be altered in any way, but may be distributed freely in its current

More information

Five Secrets of Employee Retention

Five Secrets of Employee Retention Five Secrets of Employee Retention How small businesses can ensure they keep their best and brightest Brighter ideas in small business benefits Great employees are the lifeblood of any small business.

More information

Pima Community College District. Vice Chancellor of Human Resources

Pima Community College District. Vice Chancellor of Human Resources Pima Community College District Vice Chancellor of Human Resources Pima Community College seeks an innovative and strategic leader as Chief Human Resources Officer (CHRO). For more than 40 years, Pima

More information

Trends in Global Employee Engagement

Trends in Global Employee Engagement Consulting Talent & Organization Trends in Global Employee Engagement Trends in Global Employee Engagement Contents 3 4 5 6 7 8 9 10 14 15 Executive Summary Trends in Global Employee Engagement Employee

More information

Search Profile. Vice President, People and Culture

Search Profile. Vice President, People and Culture Search Profile Vice President, People and Culture Company Description For over half a century, Bethany Care Society has been improving the lives of Alberta seniors and adults with disabilities by providing

More information

Talent Management Essential Toolkit

Talent Management Essential Toolkit Talent Management Essential Toolkit Talent Management Essential Toolkit This presentation has been prepared to to provide the reader with an initial overview of five talent management tools that can assist

More information

Communicating Sustainable Growth Material Issues

Communicating Sustainable Growth Material Issues Communicating Sustainable Growth Material Issues Samsung Electronics is not just about achieving growth and change, but also does its utmost to take on important social responsibilities, such as promoting

More information

Human Resource Management: An Optimistic Approach at the time of Recession

Human Resource Management: An Optimistic Approach at the time of Recession IOSR Journal of Business and Management (IOSR-JBM) e-issn: 2278-487X, p-issn: 2319-7668. Volume 9, Issue 6 (Mar. - Apr. 2013), PP 37-41 Human Resource Management: An Optimistic Approach at the time of

More information

Resource Article Talent Management: Seven Keys to Success

Resource Article Talent Management: Seven Keys to Success Resource Article Talent Management: Seven Keys to Success Talent management: seven keys to success. Lee Iacocca is quoted as saying In the end, all business operations can be reduced to three words: people,

More information

Human Capital Strategy a New Angle on HR

Human Capital Strategy a New Angle on HR Human Capital Strategy a New Angle on HR By Galit Caspi and Tal Toibin Increasing the value of your organization by developing human resources In recent years, increasing numbers of CEOs have been quoted

More information

The Missing Link: Driving Business Results Through Pay-for-Performance. For Small & Midsized Businesses. Copyright 2007 SuccessFactors, Inc.

The Missing Link: Driving Business Results Through Pay-for-Performance. For Small & Midsized Businesses. Copyright 2007 SuccessFactors, Inc. The Missing Link: Driving Business Results Through Pay-for-Performance. For Small & Midsized Businesses Copyright 2007 SuccessFactors, Inc. I. Introduction More successful small and mid-sized companies

More information

Talent Management Leadership in Professional Services Firms

Talent Management Leadership in Professional Services Firms Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3

More information

The Recruitment Quotient:

The Recruitment Quotient: ADP Research Institute The Recruitment Quotient: Raising Your Talent IQ Contents 3 Introduction 4 Candidates Expectations: Higher Than You Might Expect 5 Employment Brands, Social Media, and the Consumerization

More information

BEGINNING AN MSW PROGRAM WITH AN ESTABLISHED DEPARTMENT OF SOCIAL WORK. By: Dr. Jan Kircher, Dr. Elizabeth Talbot, Dr. Sandra Chesborough

BEGINNING AN MSW PROGRAM WITH AN ESTABLISHED DEPARTMENT OF SOCIAL WORK. By: Dr. Jan Kircher, Dr. Elizabeth Talbot, Dr. Sandra Chesborough North American Association of Christians in Social Work (NACSW) PO Box 121; Botsford, CT 06404 *** Phone/Fax (tollfree): 888.426.4712 Email: info@nacsw.org *** Website: http://www.nacsw.org A Vital Christian

More information

UWG Vision Statement: UWG aspires to be the best comprehensive university in America sought after as the best place to work, learn and succeed!

UWG Vision Statement: UWG aspires to be the best comprehensive university in America sought after as the best place to work, learn and succeed! 1 UWG Vision Statement: UWG aspires to be the best comprehensive university in America sought after as the best place to work, learn and succeed! Strategic Imperative #1: Student Success Enhanced Learning,

More information

EXECUTIVE SAFETY LEADERSHIP

EXECUTIVE SAFETY LEADERSHIP EXECUTIVE SAFETY LEADERSHIP EXECUTIVE SUMMARY This guide offers clear explanations of health and safety concepts that are important to executives and board members, and provides practical solutions that

More information

Your Employee s Wellbeing Might Mean More Than You Think

Your Employee s Wellbeing Might Mean More Than You Think Your Employee s Wellbeing Might Mean More Than You Think A good job portfolio, remuneration and benefits don t necessarily mean your employee s needs are met. One of the key priorities of any employer

More information

For the Public Sector. The Missing Link: Improving your organisation, by linking reward to performance. Presented by:

For the Public Sector. The Missing Link: Improving your organisation, by linking reward to performance. Presented by: For the Public Sector The Missing Link: Improving your organisation, by linking reward to performance Presented by: Transforming people management I. Introduction An increasing number of successful, large

More information

Customized Talent Development Programs for Advertising Industry

Customized Talent Development Programs for Advertising Industry Customized Talent Development Programs for Advertising Industry Improve Communication Skills Build Rapport = Satisfied Clients/Stakeholders and Increased Profitability Contact: Heidi Kraft, Kraft Your

More information

Process and Results. The Twin Challenges of Performance Management

Process and Results. The Twin Challenges of Performance Management Process and Results The Twin Challenges of Performance Management By Dennis E. Coates, Ph.D. A large, exclusive retirement community began using performance appraisal several years ago. Although the completed

More information

They are four traits critical to an employee s

They are four traits critical to an employee s Enterprise Mentoring, Meet HR Randy Emelo Talent managers can make mentoring a critical part of organizational and strategic goals by integrating it with hr. They are four traits critical to an employee

More information

Acquisition and retention in the war for talent kelly Global workforce index. c o u nt

Acquisition and retention in the war for talent kelly Global workforce index. c o u nt Acquisition and retention in the war for talent 168, 0 kelly Global workforce index people 00 30 ie s 2012 l i r p se: a a e l re c o u nt r the modern workforce acquisition and retention in the war for

More information

Employee Engagement Survey Results. Sample Company. All Respondents

Employee Engagement Survey Results. Sample Company. All Respondents Employee Engagement Survey Results All Respondents Summary Results from 246 Respondents February, 2009 Table of Contents All Respondents (n = 246) 1 Employee Engagement Two-Factor Profile of Employee Engagement

More information

Strategic Plan 2013 2017

Strategic Plan 2013 2017 Plan 0 07 Mapping the Library for the Global Network University NYU DIVISION OF LIBRARIES Our Mission New York University Libraries is a global organization that advances learning, research, and scholarly

More information

The Porch Gift Shop Strategic Human Resource Plan Jessica Akers Bus 261

The Porch Gift Shop Strategic Human Resource Plan Jessica Akers Bus 261 The Porch Gift Shop Strategic Human Resource Plan Jessica Akers Bus 261 1 Page Organization and Strategy The Porch Gift Shop is a new business that has begun as a family owned organization. We strive to

More information

The most recent report from the Bureau of Labor

The most recent report from the Bureau of Labor Why Succession Planning and Talent Management Fail and What To Do About It By Alan C. Lindsay An Overview The most recent report from the Bureau of Labor Statistics (BLS) projects interesting changes in

More information

HUMAN RESOURCES. Management & Employee Services Organizational Development

HUMAN RESOURCES. Management & Employee Services Organizational Development Management & Employee Services Organizational Development Human Resources Department FY 2014-15 BUDGETED POSITIONS DIRECTOR.90 FTE * Human Resources Business Partner 1 FTE Human Resources Business Partner

More information

Winning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders

Winning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders Working Resources is a Leadership Consulting, Training and Executive Coaching Firm Helping Companies Assess, Select, Coach and Retain Emotionally Intelligent Leaders; Emotional Intelligence-Based Interviewing

More information

The Importance of Employee Satisfaction

The Importance of Employee Satisfaction The Importance of Employee Satisfaction Kristen Gregory Introduction Employee satisfaction is essential to the success of any business. A high rate of employee contentedness is directly related to a lower

More information

Employee Performance Measures. Jennifer Woemmel. Southwestern College

Employee Performance Measures. Jennifer Woemmel. Southwestern College Employee Performance Measures Jennifer Woemmel Southwestern College Abstract This paper is designed to give you information on factors that affect the ability of employees to perform on the job. Giving

More information

5 Performance Management Tips for Small Businesses

5 Performance Management Tips for Small Businesses 5 Performance Management Tips for Small Businesses Table of Contents Top 6 Performance Management Mistakes...3 An effective performance management program can help create a more efficient and productive

More information

Protect your business against the loss of a key person

Protect your business against the loss of a key person Protect your business against the loss of a key person Small Business Strategies & Solutions Key-Person Life Insurance If a key person in your company died today, would it adversely affect your business

More information

Making the Transition to Management

Making the Transition to Management Making the Transition to Management Overview Advice on making the move to a management or supervisory position. Mistakes new managers often make The pressures and challenges new managers face Tips for

More information

Succession Planning Process

Succession Planning Process Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their

More information

New Hampshire Public Risk Management Exchange. (Primex 3 ) CEO Competencies

New Hampshire Public Risk Management Exchange. (Primex 3 ) CEO Competencies New Hampshire Public Risk Management Exchange (Primex 3 ) CEO Competencies Overview: Primex 3 has been strategically driven as an organization. The Board and staff, with input from the membership, have

More information

The Big E What engagement at work really means

The Big E What engagement at work really means The Big E What engagement at work really means by Laura Hamill, Ph.D. It s totally possible. About the author Dr. Laura Hamill Laura is the Chief People Officer at Limeade, an employee engagement platform

More information

Myths and Misperceptions:

Myths and Misperceptions: Myths and Misperceptions: What employee benefits can do for small businesses Brighter ideas in small business benefits Table of Contents Myths and Misperceptions: What Employee Benefits Can Do for Small

More information

why happiness is good for business

why happiness is good for business why happiness is good for business Martyn Newman Ph.D. Randstad consulting psychologist In today s business world, driven by competitive advantage, success and wealth, happiness can easily be relegated

More information

2015 EMPLOYEE RECOGNITION REPORT

2015 EMPLOYEE RECOGNITION REPORT From the SHRM/Globoforce Survey 2015 EMPLOYEE RECOGNITION REPORT CULTURE AS A COMPETITIVE DIFFERENTIATOR RESEARCH REPORT 2015 Employee Recognition Report // 2 EXECUTIVE SUMMARY More than ever, companies

More information

A guide to strategic human resource planning

A guide to strategic human resource planning A guide to strategic human resource planning By Workinfo.com, www.workinfo.com 1. Introduction A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall

More information

Cultivating an Environment for Continued Growth in Nurse Educators

Cultivating an Environment for Continued Growth in Nurse Educators Perspectives in Learning: A Journal of the College of Education & Health Professions Volume 13, Issue 1, Spring 2012 Columbus State University Cultivating an Environment for Continued Growth in Nurse Educators

More information

HUMAN RESOURCES STRESS POLICY

HUMAN RESOURCES STRESS POLICY HUMAN RESOURCES STRESS POLICY Rev Date Purpose of Issue/Description of Change Review Date 1. Sept 12 Update Review, will replace the existing policy Occupational Stress Management Policy 2003 Policy Officer

More information

BRICE ROBERTS BUSINESS CONSULTING SERVICES

BRICE ROBERTS BUSINESS CONSULTING SERVICES BRICE ROBERTS BUSINESS CONSULTING SERVICES BROCHURE: TRAINING AND DEVELOPMENT PROGRAMMES RE-AWAKENING SPIRIT - TRANSFORMING RESULTS For Further Information: Contact: Brice Roberts Business Consulting Services

More information

Interviews management and executive level candidates; serves as interviewer for position finalists.

Interviews management and executive level candidates; serves as interviewer for position finalists. Plan, direct, and coordinate human resource management activities of the NHBP Tribal government organization to maximize the strategic use of human resources and maintain functions such as employee compensation,

More information

Creating Tomorrow s Public Service. May, 2009. A Corporate Human Resource Management Strategy For the Newfoundland and Labrador Core Public Service

Creating Tomorrow s Public Service. May, 2009. A Corporate Human Resource Management Strategy For the Newfoundland and Labrador Core Public Service Creating Tomorrow s Public Service May, 2009 A Corporate Human Resource Management Strategy For the Newfoundland and Labrador Core Public Service 1 The Role of Public Service Employees As professionals,

More information

Symbiosis Institute of Business Management (SIBM) - Pune. Research Conference on Innovative Business Strategies. Research Paper on

Symbiosis Institute of Business Management (SIBM) - Pune. Research Conference on Innovative Business Strategies. Research Paper on Symbiosis Institute of Business Management (SIBM) - Pune Research Conference on Innovative Business Strategies Research Paper on Innovation in Human Resource Management, Policies & Practices Submitted

More information

Business Administration Certificate Program

Business Administration Certificate Program Business and Management Business Administration Certificate Program extension.uci.edu/busadmin University of California, Irvine Extension s professional certificate and specialized studies Improve Your

More information

Human Resource Secretariat Business Plan 2011-12 to 2013-14

Human Resource Secretariat Business Plan 2011-12 to 2013-14 Human Resource Secretariat Business Plan 2011-12 to 2013-14 September 2012 I II Message from the Minister As the Minister of Finance, President of Treasury Board and Minister responsible for the newly

More information

Chelmsford City Council EMPLOYEE ENGAGEMENT AND WELLBEING STRATEGY. Human Resources

Chelmsford City Council EMPLOYEE ENGAGEMENT AND WELLBEING STRATEGY. Human Resources Chelmsford City Council EMPLOYEE ENGAGEMENT AND WELLBEING STRATEGY Human Resources 1 Table of Contents Introducing CCC engagement and wellbeing strategy... 3 The purpose of our strategy... 3 How Chelmsford

More information

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.

More information

Creating a Culture of Employee Engagement. Bob Lavigna Assistant Vice Chancellor - Human Resources

Creating a Culture of Employee Engagement. Bob Lavigna Assistant Vice Chancellor - Human Resources Creating a Culture of Employee Engagement Bob Lavigna Assistant Vice Chancellor - Human Resources rlavigna@ohr.wisc.edu 11/14/2014 University of Wisconsin Madison 2 What We ll Cover 1. What is employee

More information

Investigate the relationship between Total Quality Management (TQM) and Human Resources Management (HRM)

Investigate the relationship between Total Quality Management (TQM) and Human Resources Management (HRM) Investigate the relationship between Total Quality Management (TQM) and Human Resources Management (HRM) 1Ehsan Behdadmanesh,2Maryam Moharrampour*,3 Sara Esfandiyari, 4Adib Asgarzadeh 1Department of Accounting,

More information

ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016

ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016 ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016 LETTER FROM THE PRESIDENT AND CEO /// The first year of our Strategic Plan, Our Future, is now complete and we are already seeing the positive impact of the

More information

Guide on Developing a HRM Plan

Guide on Developing a HRM Plan Guide on Developing a HRM Plan Civil Service Branch June 1996 Table of Contents Introduction What is a HRM Plan? Critical Success Factors for Developing the HRM Plan A Shift in Mindset The HRM Plan in

More information

Level 1 Articulated Plan: The plan has established the mission, vision, goals, actions, and key

Level 1 Articulated Plan: The plan has established the mission, vision, goals, actions, and key S e s s i o n 2 S t r a t e g i c M a n a g e m e n t 1 Session 2 1.4 Levels of Strategic Planning After you ve decided that strategic management is the right tool for your organization, clarifying what

More information

The ISAT. A self-assessment tool for well-being at work supporting employees, employers and EAP

The ISAT. A self-assessment tool for well-being at work supporting employees, employers and EAP The ISAT A self-assessment tool for well-being at work supporting employees, employers and EAP Audrey Eertmans, Ph.D. European Branch Office Manager Chestnut Global Partners Chestnut Global Partners 1.309.820.3604

More information

we keep the human in human resources

we keep the human in human resources we keep the human in human resources OVERVIEW The difference between us and other human resource firms is you. You, your unique HR challenge and specific, proven solutions to solve your day-to-day HR challenges.

More information

ORGANIZATIONAL BEHAVIOR 9th edition by Stephen P. Robbins San Diego State University Prentice Hall International, Inc.

ORGANIZATIONAL BEHAVIOR 9th edition by Stephen P. Robbins San Diego State University Prentice Hall International, Inc. ORGANIZATIONAL BEHAVIOR 9th edition by Stephen P. Robbins San Diego State University Prentice Hall International, Inc. "... the number-one-selling organizational behavior (OB) textbook in the United States

More information

Department of Human Resources

Department of Human Resources Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational

More information

MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER

MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER 2014 ForeSee 2 MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT TABLE OF CONTENTS All Employee

More information

FAILURE TO LAUNCH: Why Companies Need Executive Onboarding

FAILURE TO LAUNCH: Why Companies Need Executive Onboarding FAILURE TO LAUNCH: Why Companies Need Executive Onboarding FAILURE TO LAUNCH: Why Companies Need Executive Onboarding Employee onboarding is beginning to receive the attention its due, as more companies

More information

Strategic Principles on Human Resources Management

Strategic Principles on Human Resources Management 1 Strategic Principles on Human Resources Management Page 12 1. GENERAL INTRODUCTION 2. The STRATEGIC role OF HRM Page 13 2.1. The Changing Human Resources Role 2.2. New HR Role 2.3. HR Role: A Strategic

More information

Human Capital Management: Leveraging Your Human Assets

Human Capital Management: Leveraging Your Human Assets Human Capital Management: Leveraging Your Human Assets Executive Summary Managers have always intuitively believed that their employees generate value for the organization but today, intuition is no longer

More information

THE SKILLS GAP IN ENTRY-LEVEL MANAGEMENT ACCOUNTING AND FINANCE. The Problem, Its Consequences, and Promising Interventions

THE SKILLS GAP IN ENTRY-LEVEL MANAGEMENT ACCOUNTING AND FINANCE. The Problem, Its Consequences, and Promising Interventions THE SKILLS GAP IN ENTRY-LEVEL MANAGEMENT ACCOUNTING AND FINANCE The Problem, Its Consequences, and Promising Interventions THE SKILLS GAP IN ENTRY-LEVEL MANAGEMENT ACCOUNTING AND FINANCE The Problem, Its

More information

Technical Review Coversheet

Technical Review Coversheet Status: Submitted Last Updated: 8/6/1 4:17 PM Technical Review Coversheet Applicant: Seattle Public Schools -- Strategic Planning and Alliances, (S385A1135) Reader #1: ********** Questions Evaluation Criteria

More information

PI WorldWIde recruitment and retention trends survey Q2 2015

PI WorldWIde recruitment and retention trends survey Q2 2015 PI Worldwide Recruitment and Retention Trends Survey Q2 2015 Respondent Details Industries Variety of industries, with the majority of respondents from Business Support and Logistics, Education, Finance

More information

white paper true value: getting salary and benefits right managing your employee expectations

white paper true value: getting salary and benefits right managing your employee expectations white paper true value: getting salary and benefits right managing your employee expectations Commentary Companies entered 2010 in a cautious mood. After a challenging 18 months, most commentators predicted

More information

Key Employee Retention Plans for Construction Firms

Key Employee Retention Plans for Construction Firms Whitepaper Series Key Employee Retention Plans for Construction Firms Retaining Top Talent Remains a Challenge for Privately-Held Companies Marc A. Newman, CPA Associate Managing Partner Key Employee Retention

More information

STATEMENT OF WORK FOR SUPPORT SERVICES FOR THE OFFICE OF HUMAN CAPITAL MANAGEMENT AT THE GODDARD SPACE FLIGHT CENTER DECEMBER 2012

STATEMENT OF WORK FOR SUPPORT SERVICES FOR THE OFFICE OF HUMAN CAPITAL MANAGEMENT AT THE GODDARD SPACE FLIGHT CENTER DECEMBER 2012 Contract # NNG13VB30B Attachment #1: Office of Human Capital Management Statement of Work for Support 1 STATEMENT OF WORK FOR SUPPORT SERVICES FOR THE OFFICE OF HUMAN CAPITAL MANAGEMENT AT THE GODDARD

More information

Succession Planning and Career Development

Succession Planning and Career Development Succession Planning and Career Development Succession Planning and Career Development All trademarks are the property of their respective owners. IAAP claims no ownership interest in the trademarks. Table

More information

College Students Are Attracted to Federal Service, but Agencies Need to Capitalize on Their Interest

College Students Are Attracted to Federal Service, but Agencies Need to Capitalize on Their Interest ISSUE BRIEF College Students Are Attracted to Federal Service, but Agencies Need to Capitalize on Their Interest Employees younger than 30 represent just 8.5 percent of the federal workforce, compared

More information

Employee Engagement - The Missing Link in Service Excellence

Employee Engagement - The Missing Link in Service Excellence Employee Engagement - The Missing Link in Service Excellence Moses Ngorima Principal Consultant PPB Africa 18 October 2010 Employee Engagement no company, small or large, can win over the long run without

More information

WHITE PAPER. Building Success in an Uncertain Economy: CEOs Reveal Their HR Management Strategies

WHITE PAPER. Building Success in an Uncertain Economy: CEOs Reveal Their HR Management Strategies WHITE PAPER Building Success in an Uncertain Economy: CEOs Reveal Their HR Management Strategies Don t be afraid to buck the trend of conservatism. You don t have to do what s been done before; use these

More information

Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services

Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services Employee Engagement Drives Client Satisfaction and Employee Success in In professional services, business success is achieved through employee success. Organizations that prioritize top talent gain competitive

More information

LEADERSHIP DEVELOPMENT FRAMEWORK

LEADERSHIP DEVELOPMENT FRAMEWORK LEADERSHIP DEVELOPMENT FRAMEWORK February 13, 2008 LEADERSHJP PERSPECTIVE I consider succession planning to be the most important duty I have as the Director of the NOAA Corps. As I look toward the future,

More information

Governance Guideline SEPTEMBER 2013 BC CREDIT UNIONS. www.fic.gov.bc.ca

Governance Guideline SEPTEMBER 2013 BC CREDIT UNIONS. www.fic.gov.bc.ca Governance Guideline SEPTEMBER 2013 BC CREDIT UNIONS www.fic.gov.bc.ca INTRODUCTION The Financial Institutions Commission 1 (FICOM) holds the Board of Directors 2 (board) accountable for the stewardship

More information

Acceleration Services

Acceleration Services Acceleration Services 2014 Turbo Charging Profits with Technical Support 1 Focus and Understand Current Strategy, Processes & Team Duration: First 30 Days 2 Develop and Enhance Infrastructure and Incident

More information

Fundamental of Human Resources Management UNITAR Fellowship Program for Afghanistan Final Workshop December 10, 2012, MoF Kabul

Fundamental of Human Resources Management UNITAR Fellowship Program for Afghanistan Final Workshop December 10, 2012, MoF Kabul Fundamental of Human Resources Management UNITAR Fellowship Program for Afghanistan Final Workshop December 10, 2012, MoF Kabul Presented by Musa Kamawi UNITAR Honorary Faculty Member 1 Contents Introduction

More information

COMMON JOB INTERVIEW QUESTIONS

COMMON JOB INTERVIEW QUESTIONS COMMON JOB INTERVIEW QUESTIONS Office of Career Services Suite 103 Trinity Library www.trinitydc.edu 202-884-9636 Sample Behavior Interview Questions One of the keys to success in interviewing is practice,

More information

Branding the Government As An Employer of Choice

Branding the Government As An Employer of Choice Branding the Government As An Employer of Choice By Neil Reichenberg, IPMA-HR Executive Director If governments are both to compete successfully for talented applicants and retain high performing employees,

More information

What s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources

What s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources What s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources The International Public Management Association for Human Resources

More information

The Real Cost of a Bad Hire

The Real Cost of a Bad Hire On average, employee turnover cost U.S. businesses an estimated $300 billion. 1 The staggering cost of employee turnover can be viewed as simply the cost of doing business, however, additional damage occurs

More information

Involve - Human Resources Management

Involve - Human Resources Management Involve - Human Resources Management This article will describe: What Human Resource Management (HRM) is Why HRM is so important to community and voluntary organisations What typical HRM processes consists

More information