Practical HR Strategies - cdn.ymaws.com

Practical HR Strategies

Building Organizational Success:

Conclusions, Lessons Learned, and Recommendations

Agenda

• Common Mistakes In Human Resources

aka, Why I hate HR!

• Human Resources is a Great Career Choice

Critical to any well-run business

Rewarding profession

Impact on organizational success

• Human Resources Driving Business Strategy

An example

2

PART I

Common Mistakes In Human Resources

Common Mistakes in HR

• 1. HR Can Be an Obstacle

• 2. HR is too often not focused on the right things

• 3. HR does not understand the business

4

1. HR can be an obstacle

• Consider your approach

Nobody came to you to be told what they can’t do

One size does not fit all

Operate on principles and values and do what is right for the business

5


• HR overcomplicates things

Others don’t deal with these things every day

• Performance Management

• Benefit information

Focus on making it manageable

6

7

THE Official Unofficial, but hopefully reasonably accurate,

Summary of Employee Benefits

8

2016 Employee Benefit Summary

Ha! I knew you had some questions about L.B.Foster’s employee benefits!

Well, this is your lucky day, because I happen to know a great deal about that topic. My name is Elby, and I am going to give you an overview of some things you need to know, and to tell you what great benefits you get as an employee of L.B. Foster.

Oh, one thing before we get started…I have to do one of those disclaimers. I don’t like it either, but the big shots say I have to do this sort of thing.

When you read this, make sure you do it in a really serious-sounding voice (except for the parts in parentheses):

• This is a summary. It is not intended as a complete description of your benefits. (If it was, it would be a lot longer!)

• These benefits are not guaranteed now or at any point in the future. (Sometimes things change; maybe for the good, maybe for the not-so-good, but change happens.)

• This document is not a contract. (I am not sure what really makes something a contract, but rest assured, there is no intention that this little booklet meets those qualifications.)

• Nothing about this document should be interpreted as a guarantee of employment. (I doubt that is news to you.)

Now, I could have had a lawyer write all that but who can ever tell what anything means when a lawyer wrote it? Besides, I ampretty sure you can’t file a lawsuit against an elf anyway. What I am trying to say above is that L.B.Foster offers a great benefits package, hopes to always offer a great benefits package, but things change depending on the circumstances. So here we go with some information you need to know.


• How do you view your role?

We are people advocates – right?

What is an advocate?

• Are you functioning that way?

We are business people in the people business

9


• Summary

HR is not about being a do-gooder

Everything does not fit into a template

To be effective: be a solution finder

You are only effective if you are adding value to the business

Your reputation is measured by what you deliver

10

2. HR is too often not focused on the right things

• Are you aligned with/driving business objectives?

Consider the design of your incentive plans, benefit plans, employee initiatives?

Can you describe how what you are doing impacts the corporate objectives?

What do you measure?

Are there objectives you cannot impact?

If you don’t consider these issues, your contributions are limited

11


• Why would you say you work in HR?

Way too often, I hear….

Those in any profession like people!

Saying that:

Diminishes the importance of the function

Leads others to believe you are not focused on the business

12


• Summary

Focus on what you can do to drive the corporate objectives

Don’t do anything because “that is what HR does”

Do it because it helps your organization achieve what it must achieve

What is best for the customer?

13

3. HR does not understand the business

• Result is less respected and less effective

• Good news?

Perfect opportunity!

Your business leaders can’t wait to dump HR issues on you

• BUT, make a point to know:

What is going on in the business…manufacturing, quality, safety – how are we doing?

Financials – do you understand?

14

3. HR does not understand the business

• Summary

Dive in! You can make yourself indispensable!

Business leaders need and want your help

But you’ll be much more valuable if you understand:

Their challenges

Their objectives

You work in the people business, but –

You better understand the business if you want to be effective with people

15

PART 2

Human Resources is a Great Career Choice

Human Resources is a Great Career Choice

• 1. Is there any profession that is more rewarding?

• 2. No business function has greater potential to impact the business

• 3. Human Resources IS the Company

17

1. Is there any profession that is more rewarding?

• Everyday is different and a new challenge

• Wide range of functional options

• Employees think HR has superpowers!

• Everyone thinks HR is righteous

• You have the best stories

18

1. Is there any profession that is more rewarding?

• Summary

You will never find a profession where each day is more unpredictable

You will never find a profession with more new challenges

You learn every day

And you work with the most complicated, complex tool to ever exist.

19

2. No business function has greater potential to impact the business

• Nobody can copy your Company’s people

• You are a:

Strategic Partner

Operations Manager

Emergency Responder

Mediator

20


• Strategic Partner

Creating a vision for talent strategies to develop the next generation of leadership

Assessing and implementing HR strategies to achieve business goals

Identifying issues before they impact the business

21


• Operations Manager

Tracking trends in employee attitudes and behavior

Designing the HR strategy to drive business results

Communicating critical business information to employees

22


• Emergency Responder

Timely solutions to support the business

Responding to manager and employee needs

Preparing for upcoming situation

23

2. No business function has greater potential to impact the business• Mediator

Managing competing personalities

Responding to organizational changes

Resolving political issues with changing business plans

24


• Who are your customers?

Employees

Families of employees

Retirees

Those who buy your product or use your service?

Is that true of any other function?

25

2. No business function has greater potential to impact the business• Summary

What you do is the one aspect of your business nobody can copy

No profession has more diverse learning opportunities

Your business is as good as its people

Companies with best employees win – period!

26

3. Human Resources IS the Company

• You are the stewards of your brand

• You dictate the culture

• You manage the Company’s largest investment

27

3. Human Resources IS the Company

• Summary

Organizational success is about culture

You shape it…

Do your employees know the company strategy?

Do they see how their jobs impact that strategy?

Are they proud of where they work?

THAT is what positive culture is all about, and THAT is what you do

28

PART 3

Human Resources Driving Business Strategy – An Example

LBFosterBusiness System

30

“It’s what we’re made of”People

Customer Centric

StrategyTalent

Management

Performance Culture

CSI

Loyalty Inspiration Rewards

Customer Experience Mgmt.. Customer Loyalty Customer Insight

Strategic Planning Strategy Execution Long Term Profit

Planning

Talent Acquisition Development Planning Succession Planning Performance Mgmt.

Portfolio Management Change Management LSS Deployment

Aligning Goals Measures Routine Feedback

LB Foster Business System

• Why?

A form of branding

Aligns business units

Emphasizes critical processes

Demonstrates what we value

Describes our approach

31

COMPONENT

Promote LB Foster SPIRIT through recognition and engagement programs that are meaningful to our employees creating an environment that breeds inspiration, loyalty and rewards.

32

People

33

People Enablers Defined

Enabler Definition

Employee Loyalty

Programs and Processes that provide the employees with a sense of pride in being associated with/a part of LBF.

Employees feel ownership , connection and allegiance to LBF driving talent retention. An environment of natural pull from

employees to want to come to work.

InspirationPrograms and processes that stimulate and motivate

employees to be engaged and take an active role with LBF. An atmosphere where employees are excited to make LBF a

better place to work.

Rewards Program(s) providing recognition to reinforce employee loyalty and inspiration for positive business contributions.

COMPONENT

L.B. Foster recognized for industry leading brand, customer loyalty and exceptional customer experience achieved by obtaining unique customer insights.

Customer Centric

34

35

Customer Centric Defined

Enabler Definition

Customer Experience Management

How we manage the customer's perceptions caused by the effects of interactions with our company (employees,

products, services, logistics, etc.) and the actions that they take as a result.

Customer LoyaltyHow we drive customer retention, engagement and advocacy

by understanding and improving the loyalty our customers have toward us.

Generating Customer InsightsWhat we know about our customer's needs to develop

product/service offerings to meet those needs and anticipate unknown needs.

36

COMPONENT

Provide business leaders with the necessary tools and information to accurately identify, assess, and execute goals/programs to enable competitive success,

improved performance, and business growth

Strategy

37

Enabler Definition

Strategic Planning

To provide our business leaders with the necessary tools and information to accurately identify, assess, and execute their long

term goals and programs to enable competitive success, improved performance, and business growth.

Strategy Execution To enable the business to deliver successfully on the strategic

programs it has identified in the strategic planning phase of the annual cycle

Long Term Profit Planning To translate the strategic plan and related programs into complete 5 year P&L statements, along with related schedules supporting the

financial projections.

38

COMPONENT

Empowering talent through performance management, career planning/development and succession planning, creating an environment for people to be successful in achieving our

strategic plan.

Talent Management

39

Enabler Definition

Talent Acquisition

The process of finding and hiring the best-qualified candidate (from within or outside of an organization) for a job opening, in a timely and cost effective manner. The recruitment process includes analyzing the requirements of a job, attracting employees to that job,

screening and selecting applicants, hiring, and integrating the new employee to the organization.

Development Planning The proactive planning and implementation of action steps towards your career goals. This can consist of training, developing, mentoring and coaching.

Succession Planning

A process for identifying and developing internal people with the potential to fill key business leadership positions in the company. Succession planning increases the availability

of experienced and capable employees that are prepared to assume these roles as they become available.

Performance ManagementPerformance management is an ongoing process of communication between a supervisor

and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization.

40

COMPONENT

Perpetuate an energetic culture by linking goals, measures, incentives and business reviews in a way that reinforces behavior required to focus on performance and

continuous improvement.

PerformanceCULTURE

41

Performance Culture EnablersEnabler Definition

Aligning GoalsA process of communicating higher-level goals to the next levels down in the

organizational hierarchy with meaning and alignment to the overall organizational Vision, Mission & Strategy

MeasuresThe process of establishing a method of measuring data that is meaningful to the

organization

Routine FeedbackThe process of quantifying, reporting and driving action based from the established

meaningful measures

42

COMPONENT

CSI is our overall approach to improving performance across the enterprise. It becomes a philosophy of continuous improvement with a playbook for driving efficiency, quality and

streamlined processes that take service levels to a new height

C.S.I.

43

CSI EnablersEnabler Definition

LSS Deployment How we deploy CSI into Operations / Sales / Centralized Support Groups.

Portfolio ManagementHow we build, assess, prioritize and execute a portfolio of projects in a manner that’s

effective and efficient

Change ManagementProcesses, tools and techniques to manage the people side of change to achieve the

required business outcome.

LB Foster Business System

• How does our CEO describe the Business System?

The company’s Business System has been created to combine the essential processes we believe leaders must embrace to be successful

The six components of our business system are the most powerful business process categories for L. B. Foster which, when implemented, will create the environment for a high performing business

Our Business Systems starts with embracing a culture of investing in People, putting Customers at the Center of our thinking, developing Strategic Plans with Value creation at the core, developing Talent required for success, promoting Continuous Sustainable Improvement as a way of life, and supporting a Performance Culture intended to keep everyone results oriented while rewarding and recognizing people that perform.

44

LBFosterBusiness System

45

“It’s what we’re made of”People

Customer Centric

StrategyTalent

Management

Performance Culture

CSI

Loyalty Inspiration Rewards

Customer Experience Mgmt.. Customer Loyalty Customer Insight

Strategic Planning Strategy Execution Long Term Profit

Planning

Talent Acquisition Development Planning Succession Planning Performance Mgmt.

Portfolio Management Change Management LSS Deployment

Aligning Goals Measures Routine Feedback

Practical HR Strategies - cdn.ymaws.com

Documents

Transcript of Practical HR Strategies - cdn.ymaws.com