Are You a Top 12% HR Organization?

January 20th, 2012

HR Departments in the Top 12% know how to translate and integrate talent challenges to the overall business strategies of the business.

The other 88% of HR organizations? Still spend majority of their time on reactive activities and being bogged down.

Top HR organizations make a point of understanding the business challenges facing each Department. With the help of the management teams in each Department they structure onboarding and retention strategies, training, compensation, coaching and the motivational steps to keep the best employees.

Aberdeen Group ran a survey of 1300 business leaders. 6 of business leaders Top 10 challenges are work force related.

HR organizations at the top not only understand the business challenges of each Department, they also identify how to measure the ROI of all HR initiatives. Measurement drives the performance of any organization.

HR must continually be challenged, and challenge themselves to understand and measure the contributions from their efforts. When it comes to staffing, that means understanding the skill sets the organization is going to need going forward. Often those skills are different than exist now. Then HR needs to anticipate and recruit in advance.

The days of reactive HR Departments is rapidly ending. Reactive HR organizations will find their services sub-contracted out. Pro-active HR organizations that measure the impact of their performance on ROI will be in demand…and those HR people will finally start to get the respect and pay they deserve.

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Building a Talent First Culture

January 18th, 2012

People who run companies with a Talent First Culture make more money than their peers. Their businesses also are more successful.

We all know hiring and retaining top talent is the key to solving business challenges and building profits. But how and where to start.

Building a highly talented business culture starts by engaging your employees. Both management and staff level. All can contribute. It’s often amazing the insights various employees have on how to improve your business.

A key to any business is improving the processes used to run the business. The hotel industry is often slow to adopt and develop streamlined/new/better processes. Staff employees are often the key to identifying process improvements. They are familiar with the details of their jobs and departments.Often they have great ideas on how to improve the department while making their jobs easier, and themselves more efficient.

Companies with a Talent First Culture typically are innovative. Because employees are engaged they can be quick to respond. Innovation is concentrated first on improving revenues and profits. You can’t save your way to profitability. Innovate.

Improved processes and innovation lead to improved productivity and profits.

Companies with a ‘Talent First” mentality quickly become known for their agility to take advantage of opportunities. Agility also entails turning challenges to opportunities.

The beauty of a Talent First Culture? It starts with an attitude. Any business person can do it within the frame of their job. Changing a mindset and engaging employees doesn’t require capital or more staff…at least initially.

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Anticipate Guest Needs, Then Personalize

January 16th, 2012

Do you remember the last time your hotel anticipated a guest need? Which employee did the anticipating?

Does your blog feature the guest experience when a need was anticipated? Does your blog include guest comments, attributed to the specific guest? When the comments are negative do you identify how you have solved the issue for future guests?

Does your staff talk about ways guest and employee needs were anticipated every week? How much staff meeting time is spent talking about anticipating guest and employee needs?

Does your hotel track when guest needs have converted into additional revenue? How profitable those incremental revenues were?

Hotels that provide great guest service are more profitable. They also anticipate guest needs to minimize “surprises.”

Have a success you would like to share?

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Getting Personal with Your Communications

January 13th, 2012

We hear a lot about the importance of appealing to the personal interests of your audience when using Social Media. Isn’t it just as important in all aspects of communications…marketing materials, PR, job postings, internal bulletin boards, emails, etc?

All communications need to be narrowed to the exact audience you are trying to reach.

Big companies use ‘landing pages’ in social and electronic media to guide users to those sections that appeal most to the user.

Each of us need to do the same thing when we communicate. We are in the employment business. We see many companies writing very broad based ads when they have specific skill sets they need. Then they wonder why most of the candidates that apply are unqualified.

Identifying the right audience is critical. I talked to F&B Director at hotel that has outside entrance for their outlets. They have email lists of local customers that frequent each restaurant and lounge. Each week they go out with a very short email telling customers what is going on in the outlet they frequent most, with links to their blog about what’s happening in other outlets. Then they write something similar for their blog. Last they prepare a simple 8 1/2 x 11 flyer to distribute at the Front Desk when guests sign in for the weekend. That sheet describes what is happening in each outlet. Four different communications, but all with similar information so preparation is quick.

Results? Sales for 2011 in F&B outlets were up 40%.

What can you do today to better target your communications to make your job easier? (And ‘wow’ your boss?

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100 to 1 Return on Your Investments

December 4th, 2011

Sound to good to be true?

That was my initial belief, until I read recent article that reminded me of earlier times.

An investment that compounds by 14% per year will generate a 110-to-1 on an investment in 35 years. Yeah, but who holds onto an investment for 35 years? Most investors turn over their portfolio every couple of years…and never make much money.

Personally, I can’t see myself holding any single investment for 35 years. Article was also using fairly large investments. Most of us don’t have a lot to invest at one time.

A $5,000 investment compounded at 14% a year would generate $18,536 after 10 years. $35,689 after 15 years. $68,717 after 20 years. That’s a return of 3.7 times your investment in just 10 yrs., 7x after 15 yrs and 13.7x after 20 years.

How do you find investments like these?

First, find investments you can hang onto for a long time, through thick and thin. Many years ago that was the investment philosophy that assured wealth. Turns out the most successful investors still follow that strategy. Brokers push for frequent trades. Most make their money on commissions. If you buy an investment and hold it for 10 years, they don’t make much money.

Second, identify investments that solve problems. Or help us do things quicker and less expensively. Concentrate on”new.” But not trendy. Trends come and go, often very quickly. Look for “new” products, materials, or methods that make new/better use of products and materials.

Third, make investments you believe in enough that you won’t second guess yourself the first time the investment drops 20%. Like any investment, you can’t buy it and forget it. These investments still have to be watched. We all make investments decisions from time to time that we wish we had not made. Those need to be eliminated. How do you do that? A good rule of thumb to use: Any initial investment you buy should get sold if it drops 25% in value after you initially buy it.

Another common investment thought is to sell 1/2 your investment when you double your initial investment. That philosophy guarantees the return of your initial investment. You simply let your profits “ride.” If company subsequently goes out of business you have not lost any actual cash. Of course that means you need to hold the investment longer to get your 100-to-1 return.

Fourth, pick investments that are relatively cheap. High priced stocks in very large companies typically return much less than 14% compounding annually. (Many of them did for many years but have passed that part of their growth curve. Nothing wrong with these companies at all. They simply fit a different part of your investment plan.)

100-to-1 investments are designed to give you real wealth.

Keys to make this work for you.

Look for companies that occupy unique positions in their market segments. Many of these may be established companies bringing out new products or new technologies that will appeal to, or be of use to large segments of the population. Or products/service that enable big companies to operate more efficiently. Watch who is buying the investment. Stay away from trends or fads.

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“Success Isn’t Permanent, and Failure Isn’t Fatal

October 26th, 2011

The above comes from Mike Ditka, legendary Chicago Bears football coach and current sports commentator.

“Do something” seems to be the cry of politicians, governments, the stock market, and everyone who is getting something for nothing from someone. Sometimes “doing something” is the wrong thing.

Recently I was forced to re-evaluate our business model. The good news is that those of us in business have ability to see the results of our actions quickly. (Sometimes a lot quicker than we like!)

Have you looked at your own business/job to evaluate:
- What areas of your success may be “running their course?”
- Which are on the rise?
- Which are getting in the way?
- What should we be doing that will contribute more?

Securemploy has had a wonderfully successful program for 23 years, Securemploy Pinpoint Ads. As we asked above questions it was apparent this program had “run it’s course.” Technology had passed it by. That evaluation was hard. It had been the second most successful revenue generator in the company.

We evaluated the last option next: What were we doing that was getting in the way of our success? We were doing a lot of things that I really believe in and liked. Whoops! Believing in things is fine, but it’s no excuse for continuing programs that are marginal contributors. We could, and did, revamp some of the programs to “salvage them” until we can replace them. Others needed to get dropped.

Identifying existing programs that are on the rise was easy when we got the marginal stuff out of the way. Getting rid of marginal revenue streams gave us the time to concentrate on projects “on the rise” without adding staff.

Last question, What should we be doing that will contribute more? is always the most fun. Opening to new vistas gets the creative juices going. It’s fun and wonderful way to give morale a shot in the arm. We limited that to two meetings. Yea, I was accused of being an “old fuddy duddy.” (I’m sure that was cleaned up since I was in the room.)

This step was far and away the hardest given how fast technology is changing. We looked at things we had never considered before.

We fell back on some suggestions we have offered management companies.

All of us in hospitality industry know that buying the assets that would benefit our businesses is very difficult. We have also found that obtaining profitable management contracts is still difficult. Most management companies are left looking internally to see what they do better than competitors. Then identify how to monetize those services.

The good news? Those services already exist. That means a high profit margin on any of those services we can market.

Securemploy applied that rationale internally. It has identified some programs that appear to have good profit margins, can run for several years, and can be modified/tweaked as technology continues to advance, hopefully without major capital expenditures.

Yes, it was hard to drop a program that 23 year successful program. Mike is right, “success isn’t permanent.” The goal is to avoid failure. It may not be fatal, but it’s sure not fun!

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Optimizing Onboarding ROI

October 24th, 2011

Are you optimizing ROI from your new employees? From their first day? How do you know?

As business leaders look for the best ways to maximize the ROI of their workforce, the onboarding process is often overlooked. For many, the onboarding experience is reduced to a mere checklist of tasks to be completed and forms to be submitted. The fact that such organizations fail to understand, though, is that an employees that experience a smoother onboarding process will be more connected to the organization, better trained and, thus, quicker to produce.

Establish a Baseline for Measuring Onboarding ROI

Evaluating the value of an enhanced HR process is not always a straightforward process, but establishing a baseline is the first and most important step. Spending time with leadership and defining your standards for measuring ROI is invaluable.

When establishing your baseline to measure ROI, there are a few key concepts you should keep in mind:

● Onboarding should be consistent. All of your fancy data gathering will be for naught unless you can roll out a universal process for onboarding new hires.

● The onboarding process is more than a checklist. Though checklists are great for staying organized, your new hires’ success depends on your ability to get them connected to your organization and keep them connected beyond their first day.

● The onboarding process goes beyond the first week. Though the normal probationary period for new hires is 90 days, The Wynhurst Group reports 22 percent of staff turnover occurs in the first 45 days of employment.

How to Brave the Metrics Madness

After identifying what information will be most valuable, you can begin strategically tracking data. Keep in mind that some of the data you measure won’t be cold, hard facts that fit nicely into a spreadsheet.

There are three areas you can focus on for information: performance, experience and effectiveness. In terms of scope, I’d suggest looking beyond your new hires.

For Maximum ROI, Take Engagement Beyond Onboarding

At the end of the day, your ROI is answering one question above all: What is the value of onboarding new employees more effectively? Here’s a hint: Take a look at your metrics and note improvements in employee performance, time to proficiency and increased retention. Once you can answer that question, move onto the next question: “How can we maximize the value of a better-onboarded employee?”

One way you can maximize this value is to keep the momentum going. Many organizations leverage the tools and technology found in talent management systems to better manage the process of engaging and motivating their employees. Beyond core talent management functionality, these systems also offer reporting analytics and dashboard elements that provide the information you need to support your ROI analysis.

About the Author: Kyle Lagunas is the HR Analyst at Software Advice

http://www.softwareadvice.com/hr/.
It’s his job to contribute to the ongoing conversation on all things HR, and to keep his audience clued-in on important trends and hot topics in the industry.

This article can be found in its entirety at Kyle’s blog:
http://blog.softwareadvice.com/articles/hr/onboarding-roi-metrics-for-measuring-the-true-value/

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Is HR Responsible for Employee Behavior?

August 1st, 2011

The News Corp scandal Robert Murdock is in raises an interesting question.

What department in a company is responsible for Employee Behavior? We can all agree with Mr. Murdock that Pres/CEO/COO can’t be expected to monitor behavior of 53,000 employees. But who is? The News Corp scandal cost the company billions in just 4 days.

The ultimate responsibility for behavior of employees ultimately needs to fall under some Department. HR seems logical choice.

In large companies, HR is responsible for developing standards defining employee behavior. HR by it’s nature is involved in many areas that relate to employee behavior.

Does HR’s responsibility stop with policies and procedures? Or is there more?

If there’s more, how should HR monitor employee behavior? What elements of behavior should be monitored?

Is your HR organization pro-active or re-active when it comes to monitoring employee behavior? Most companies conduct exit interviews, but that isn’t near enough. Training classes are good, but the outcomes of the training need to be monitored, including training classes on proper employee behavior.

We would like to hear from you. How is your company addressing the issue of employee behavior? What part of the organization does it fall under?

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Building Effective Recruiting Talent Communities

July 12th, 2011

Lots of followers is not an effective way to build a talent community on social media.

The goal of any recruiting strategy should be to build a reliable, repeatable source of hires. Lots of people, simply means lots of people. The key is the quality of people the talent community attracts and whether they are qualified for the jobs available.

Job boards have a very, very, low ratio of hires to people reading their ads. Most social sites for employment have even lower ratios.

How you engage your talent community determines whether it will be effective or not.

The most effective recruiting talent communities are small, communities built around the culture of your company and the skills needed for the jobs you typically need to fill. A talent community should not be designed to fill every position, only those positions that need to be filled frequently.

There are more effective recruiting techniques to use for the ‘once in a while job vacancies.’

Building effective recruiting talent communities requires you, or someone in your company, to consistently spend time cultivating the desired talent community. That means keeping your talent community apprised of happenings in your company. What coming needs are likely to be. Opportunities and challenges. Etc.

Talent Community Rule of Thumb

Spend as much time communicating with your talent community as you spend communicating with your best friend. That takes time. Concentrate that time on the jobs most frequently vacant. Develop information to attract highly skilled people to those jobs.

Lots of jobs available in lots of different positions.
What do you do when you are faced with major hiring challenges over an extended period of time? Build smaller talent communities within your overall community. This may be by Department, brand, or geographical areas. The smaller the talent community, the easier it is to communicate and engage people. It’s much easier to talk about specifics than broad generalities. Create opportunities for people within your community to interact with each other.

Key to Engagement
Offer something to keep people coming back. It can be prizes, games, recognition. People participate in social communities to get something they want or need. Simply offering a job now and then doesn’t keep people coming back.

It isn’t complicated!
Building a recruiting talent community is not difficult.

1. Identify the jobs you need to recruit for. Can they be addressed with one talent community, or do you need sub-communities?

2 Identify the skills and management style that ideally mesh with your company.

3. Identify where on the Internet the people you want to attract hang out. Is it Ladders? LinkedIn? If on Twitter or Facebook, where on those sites? Other sources? Talk to your employees in the jobs you need and ask them where they spend their professional time on social networks.

4. Communicate at least weekly to your talent community and to each sub-community. Distribute press releases. Announce promotions. Tell people about business marketing successes. Send a link to an article to benefit their career (and expand their skills to make them more desirable to your company. Etc.

The communication step shouldn’t take more than 15 minutes per sub-community per week. Engage your best employees to help.

Looking for a New Career Opportunity?

Seek out social talent communities that match your skills and interests. Actively participate in them. The better prospective employers understand your talents, the more interested they become. Communicate your successes. Offer suggestions.

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Branding-Nationally & Internationally

July 5th, 2011

Demand for Talent has Gone Global.

Talent scarcity is worldwide. The world faces declining fertility rates. Education standards vary greatly. Last, worldwide there is an aging population.

Employers need strategies to retain employees as well as faster strategies to attract talent.

The solution to recruiting challenges includes collaborating with other companies, educational institutions, and even cutting across industries.

Business leaders and their employees need to encourage broader understanding and cooperation between cultures. It’s simply a fact of life to the success of any business, no matter how small.

Employees need to at least welcome change.

This recession has taught employers around the world how to do more with fewer employees. Remaining employees at least are open to change. The best actually embrace change. Unfortunately that has meant the disparity between the best talent and the rest has become much more pronounced—in their jobs and in their standards of living.

It’s important for all businesses to do a better job training, motivating, and coaching employees. Likewise, employees need to take more responsibility for their own careers, motivation, and the types of coaching they need and best respond to.

Your Company’s Growth

Smart companies and entrepreneurs spend time thinking how to attract and retain the employees that will contribute to their growth and profits. Growth is much more than increasing sales. It involves identifying additional products or services existing customers want. Identifying additional market niches. Finding pockets of business where your company can carve out a competitive advantage.

Tools You Can Use

More and more companies are using contract labor. Businesses have more short-term market opportunities and opportunities to provide a highly targeted set of skills or services. That also means business needs to look at more out-sourcing instead of doing everything ‘in-house.’

Self-education, through all the tools available on the Internet is a rapidly growing trend. What is your company doing to identify additional skills your employees need? Then helping them find Internet sources they can use to acquire the skills.

Employers need to work with local schools to acquaint the schools with the skills schools need to be teaching. That also means schools need to become much more flexible in what they teach. In the US that will be a tough transition given how entrenched the public education system is. Many feel this is a primary reason so much is being done with training through the Internet. That enables individuals to take responsibility for their own educations to assure they get the skills to enable them to thrive, instead of survive.

Improving Communication

While there will be increasing reliance on the Internet for educational opportunities there is also increased need for better communication skills when face-to-face. The Internet is still relatively new, and ‘texting’ is very new. All of us are still identifying when that’s the best way to communicate and when face-to-face, or actual voice communications are more effective. As we become more comfortable video texting communications will improve.

The reason for face-to-face communications is to enable the use of more senses, hearing, voice inflection, facial/body language, etc. Video communications can enhance communications. As the need for skills expands worldwide so does the need for all of us to acquire some foreign language skills, especially those of us responsible for recruiting employees for our organizations.

We don’t need to speak several foreign languages, but we need to know how to use the Internet to enable us to communicate easily with people who communicate in different languages.

Summary

Increasingly we live in a global world. That is unlikely to change. Step back and identify how your company can effectively benefit from globalization. What skills do you, and your employees need? Where are the business opportunities? What can you do differently?

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