by Janine Nicole Dennis | Feb 28, 2014 | Business, Human Resources, Talent Management, Vlogs, Women in Business
Good Morning #HR Aristocrats!
This has taken me longer than I am proud of, but I am happy to debut my first official “Ask Czarina” show here.
Competing projects and pregnancy malaise kept it at bay and then the technology deities were working against me. Excuses, excuses!
Alas, here is the first episode discussing the articles here for weeks February 10th-18th. I promise there will be more and I hope you enjoy it.
To send questions or topics for future shows contact me at thearistocracyofhr@gmail.com
Happy Friday and have a great weekend!
Ciao!
by Janine Nicole Dennis | Feb 26, 2014 | Business, CHRO, Development, Featured, Human Resources, Talent Management
Image courtesy for Stock Images For Free.com
This is a real-talk forum. I’m not about to list leadership competencies or some empirical data I happened upon in my latest internet search on where CHRO’s and leaders in general go wrong.
As a CHRO, you are the figurehead and face of Human Resources. The success and failure of HR’s programs and initiatives rest on your shoulders. The obvious strategy ( assuming you still need to assert the value of HR in the organization) is to align at the top and do whatever they ask of you- even if it undermines the very essence of what HR contributes to the organization. It takes a vision, business savvy, strategy, and the ability to advocate and raise the important issues/discussions around employing people. According to some, marketing and/or financial types are just a few of the professionals being touted as the better choices for HR leadership and even at the staff level. The fact is I don’t care if you put someone with 20+ years of HR experience or 20+ years in Marketing- the central point is you better know people, the challenges of the business and the opportunities that are inherent in investing in talent. HR has always been a field that welcomed professionals from non-traditional backgrounds, so professionals in different fields outside of HR as HR leaders or professionals isn’t exactly groundbreaking.
When people join your organization they are in effect putting their faith in you and the possibilities that may or may not exist within your company. Essentially, they are entrusting you with their livelihoods. The hope is that they can make a decent living, enjoy the work they do and grow. The growth doesn’t necessarily have to mean promotions, but just the ability to continue to learn and grow in the way that is most meaningful for them professionally.
Newsflash– there are few people currently employed purely out of the love of working. Your employees are humans. They have families, problems, debts, health concerns, marital concerns etc. Your job as a leader of HR isn’t to be their psychologist, financial advisor or angel investor. However, it would help if you saw your employees, I mean really saw your employees in the context of being human beings with needs, wants and complex circumstances.
If you can see them through this varied lens, you may be moved to also see them as an investment. If you see them as an investment you might also be moved to do some of the following:
1) Get to know your people. How can you invest in something you know nothing about? Take the time to get to know the people behind your company. Say hello, shake a hand, know them by name where possible. It all makes a difference in how they see you.
2) Now that you have gotten to know your employees- it’s time to be honest. Be honest about work conditions, raises or lack thereof, your plans for the future. Somewhere along the line we have learned to treat employees like children withholding information and disseminating it as it suits your interests. Know that the omission of facts that affect your employees are seen as deliberate and underhanded.
3) Now that you know them and you are being honest. Good job! Put your money where your mouth is. Invest in your employees. There is nothing in this world that allows for us to receive something for nothing. Where are the programs aimed to develop, train, compensate, re-recruit, and allow flexibility where possible to retain your employees?
Some more questions…
How are you prioritizing your efforts? What’s the strategy? Pleasing the C-Suite is important and there’s no doubt that your decisions will not always be in the best interest of the employees. However, what if you tried to do the absolute best you could by your employees? What if- the key to keeping the C-Suite happy was to ensure that the employees were happy and productive. Isn’t that what you were hired to do?
That was a lot of questions, but these are all of the questions you should be asking yourself as a CHRO. HR has the unfortunate plight of having to walk a fine line between competing interests, people, obligations to the business and legal matters. That said, you are the consummate middle man leader. You cannot be so aligned to the top that you lose sight of the very element that keeps you employed- the people.
Are you a CHRO putting your talent first and impacting business strategy through dynamic employee-centered programs? Share your story.
by Janine Nicole Dennis | Feb 19, 2014 | Business, Career, Featured, Human Resources, Talent Acquisition, Talent Management
Image courtesy of Wikimedia
Depending on who you speak to there is a talent war and every employer should be gathering up their troops to battle for the best and brightest. While I don’t disagree that there are still some highly sought after professionals that are hard to get to particularly in technical fields- I don’t see this said talent shortage/war being true in general.
What I have seen is great talent who are no longer passive but now actively open to any and all conversations surrounding new opportunities. I see those top performers as ready to have conversations about their next move, but employers being ill-equipped to receive them.
What do I mean?
This means that many of the employers speaking about the talent shortage are really spreading workforce propaganda and are in fact the root of the problem when it comes to the talent discussion. All employers want the best and brightest at their company, yet not all of them are diligent enough in how they attract, assess, develop and retain that talent. They want the finest selection of talent but are only willing to offer up salary, development, and benefits that don’t begin to compensate or reward the efforts of quality professionals.
There are various types of workers needed to keep your organization afloat. You have the top performers who will do what they are expected and offer up ideas, skills, and abilities above and beyond what you ask of them. These are your current and future leaders. You have your operational kinds that will be on time do what is asked of them and nothing more. They’re not overly concerned about upward mobility or development-just pay them for an honest day’s work and you will have them for the long haul. Lastly, you have those that will do less than what you expect and require a lot of hand-holding. These are the people that do just enough to keep you off their backs, but are not adding much to your workforce in terms of engagement and productivity.
When you think about what you want the makeup of your employee ecosystem to be- it isn’t likely that you want to attract or retain the latter kind of professional. Everyone is aiming for the best! You want those professionals that are self-motivated, productive, and ready to push the company agenda ahead.
Return on Effort
While it’s great that you are clear on what you want- are you as clear on what will attract and retain what you seek? The talent is there. They are open to conversation and helping you solve your business problems, but it comes at a price. Just as you expect ROI on your investments in them; they expect that you provide opportunities for growth, benefits, fair market value pay in return for their efforts. It’s called “return on effort”. This is where you get what you need from the employee and you in turn provide proper remuneration for their deliverables.
Be Honest
Do you have the budget or resources to garner the talent you seek? This is an important consideration for all businesses. If the answer is “yes”, your only worries is the strategy in getting and keeping them. If “no”, you have both a budget concern and work to do in terms of figuring out how you fairly and equitably distribute what you can; plus continuing to attract and retain talent despite a shortfall. This is not an easy task, but it may require you to be honest with current employees as well as new hires as to what you can really offer. Some may still join or remain with you through the struggle and others may flee. The point is it’s time employers stop selling grown adults on ideals and fluff that may never come to fruition.
Be cognizant of what you can offer as an employer and admit your shortcomings. Talent gaps and shortage may be real, but it isn’t the full story.
How will you rework your talent strategy in 2014 and beyond? Let me know how I can help?
by Janine Nicole Dennis | Feb 14, 2014 | Career, Career Sponsorship, Development
* Today’s post is from a guest blogger, Johanna Harris. *Johanna Harris has been a trial attorney with the U.S. Department of Labor and in-house labor counsel for two multinational corporations. She is currently the CEO of Hire Fire and Retire LLC. Her new book is “USE PROTECTION: An Employee’s Guide to Advancement in the Workplace,” available as iBook, Kindle, and Amazon Paperback. For more information, go to http://hirefireandretire.com. Enjoy!
A Mentor is not a Sponsor
It is now widely acknowledged that a woman cannot succeed in the workplace without a mentor. Some companies, in fact, have set up formal mentoring programs for their employees, both male and female. There’s little doubt that women need mentors. Mentors can provide invaluable insights into the unwritten rules of a company. They can provide feedback, career guidance and support. They can be trusted advisors. But if you’re an ambitious woman and you want to get ahead, your mentor will not get you promoted to a senior position. For that, you need a sponsor.
A sponsor is very different from a mentor. A mentor plays an important but passive role in your career. He wishes you well. But if you fail, your failure rarely impacts his career. He may benefit from serving as your mentor, but his future is not on the line. By contrast, a sponsor stakes his reputation on you. He goes out on a limb to advocate for your advancement. Your success is his success. Your failure is his failure.
A Sponsor Works at Multiple Levels
A sponsor works on multiple levels at different times. He makes sure that you receive the work assignments that are essential for entering the senior ranks. He uses his own status and connections to convince others of your stellar credentials and abilities. He removes barriers that stand in the way of your advancement. If there are naysayers who doubt your skills or your readiness to assume a senior role, he neutralizes their concerns. He makes sure that you network with the right people, and that you are visible to the key decision makers. He is your advocate and your champion.
Cultivating a Sponsor
It is not easy to attract a sponsor. You have to do a lot of groundwork first. You need to develop a stellar reputation as a hard worker, a reliable team player and a creative problem solver. You need to be excellent at your job. Once you’re comfortable that you’ve mastered these basic prerequisites of corporate success, you’ll need to look around and identify someone who could be your sponsor. Then you’ll need to cultivate him, and this will require time and effort. Your sponsor will need to know you and your work. He will need to feel comfortable with you. Otherwise, he will not take the risk that being a sponsor inevitably entails.
Two Barriers
Women face two barriers to cultivating sponsors that men usually do not need to confront. The first is that most sponsors are older men, while those most in need of sponsors are younger women. The mere fact of sponsorship can engender gossip, badmouthing and misconceptions about motives. To avoid such misconceptions, a woman has to work hard to be beyond reproach and, what’s more, appear beyond reproach. Discussions with your sponsor should be conducted in public places during work hours. All signs of familiarity or intimacy should be avoided.
The second barrier that many ambitious women face is internal. They have been raised to think that merit alone is enough to succeed, and that there is something unseemly about another person helping you to advance your career. They might think that cultivating a sponsor is taking unfair advantage of him, or that having the advantage of a sponsor means you’re not playing on a level field. These ideas are counterproductive. They are myths. It is a rare person, male or female, who advances to a senior job in the corporate world without having an advocate. There is nothing illegal or improper about having someone with power go to bat for you.
A Two-Way Street
A sponsor may have altruistic motives, but rarely does he advocate for a junior employee solely out of the goodness of his heart. Championing the career of someone else is extra work, and it’s risky. But a successful sponsorship can reward the sponsor as well. The sponsor develops a reputation as a manager who can spot and develop talent. He becomes known as someone who has made a contribution to the company beyond his narrow business interest. Once the sponsored employee successfully advances, she becomes an ally and a continuing source of intelligence about company matters outside the sponsor’s immediate business unit. She owes her sponsor her best efforts not only to advance her own career, but also to make her own meaningful contribution to the company. She owes him a demonstration that his judgment was correct and his faith in her abilities was not misplaced. Sponsorship is a two-way street.
Down the Road
The two-way street isn’t just one block long. Once a woman becomes a powerful senior executive, she will reach out and take the risk of sponsoring another junior woman. And if she chooses wisely, the two-way street becomes a highway.
Interested in writing a guest post for The Aristocracy of HR? Contact me here.
by Janine Nicole Dennis | Feb 12, 2014 | Business, Entrepreneur, Featured, HR Innovation, Human Resources, Life, Talent Management
Image from Flickr
One of the things we HR practitioners get dinged on consistently is our ability to be flexible. Yes, there are compliance pieces and yet other things that we must oversee and manage in HR, but is there no flexibility in how we roll out our programs, initiatives and policies?
Being in business has taught me that one of the most important things we need to be able to do is “pivot”. The definition of “pivot” as a verb is “to turn on or around from a central point”. In HR, we are the central point in the organization. It is the place from which all operational and transactional aspects of the business’s workforce emanate.
When you are asked to step slightly out of your comfort zone which is standing right at that central point- do you?
1) Tell your business partners an emphatic “no”.
or
2) Hear your business partners out and find ways to stand at your central point while pivoting to allow them some flexibility in how they accomplish what you need them to.
Pivoting in business is no longer a best practice-it is the way we need to support our partners in doing business. Owners of businesses have to pivot all of the time whether it is regarding the direction of the business or who they market a product to. Doing things the same way with a sentiment of rigidity, control and authority is no longer the way we need to support the business. Just as business is changing so should the discipline of HR and how we do things.
The key to success is to have a basis by which you operate but not to impede progress for the sake of rules or compliance. Instead of saying “no” try listening, discussing and providing a new path for your partners to achieve their expected outcomes.
Consider these scenarios…
Has an employee asked you for some flextime to deal with personal obligations lately? Ask yourself this, are they a good employee and will this adversely impact the run of the business? If your answer is “no”, pivot and offer your employee some flexibility.
Does one of your hiring managers want to try a new platform for recruiting a specific professional that may cost more than what you usually pay for advertising? Pivot. Ask questions, find out more and offer he or she some alternatives if the option they have suggested isn’t budget-friendly.
I’m not just looking at you HR, this also applies to those running businesses that haven’t figured out the importance of pivoting. For all of your business savvy and vision, sometimes the reality of business or market conditions is very different. We are all part of an economy where the needs of the customer and the demand for products and services are rapidly changing.
Would you rather to hold on to a vision that no longer translates to a profitable business or might it make sense to pivot and explore new ways of serving your customers?
These are the types of considerations that businesses and those that support business owners need to be mulling over in 2014 and beyond. Pivoting is a business imperative not a new year’s resolution.
Here’s how you can work your way to pivoting today:
1) Start listening to customers, business partners, associates more.
2) Take every concern or suggestion you receive seriously and think about ways you can make each situation easier for your partners without forsaking you position.
3) Discuss possible alternatives with your customers/partners and allow for their input on how you reach the desired outcome.
4) Enjoy the fruits of having more collaborative relationships, because you were able to consider solutions and viewpoints other than your own agenda.
How will you pivot this year and how can I help you?
