PIHRA Pasadena (District 4) Presents . . .

1. PIHRA Pasadena (District 4) Presents . . . New HR Leaders: Strategies for the First 100 Days Presented by Paul Falcone www.PaulFalconeHR.com Paul@PaulFalconeHR.com (310) 691-3838

2. And Author of . . . • 101 Sample Write-Ups for Documenting Employee Performance Problems • 101 Tough Conversations to Have with Employees • 96 Great Interview Questions to Ask Before You Hire

3. The Performance Appraisal Tool Kit: Redesigning Your Performance Review Template to Drive Individual and Organizational Change • 2600 Phrases for Effective Performance Reviews • 2600 Phrases for Setting Effective Performance Goals

4. Today’s Agenda • Collecting current, “must have” human capital data • Identifying capability gaps that may be holding the HR team or operating unit back • Holding effective 1-on-1 meetings with your supervisor and with your clients • Setting team expectations appropriately • Establishing your own identity and brand of HR leadership

5. Focus Areas Your boss Your team Your key clients

6. What CEOs Expect from HR • Leadership development and pipeline (76%) • Talent management (71%) • Creating a high-performance culture (71%) • Training/development (65%) • Compensation, benefits (42%) • Improving HR operational efficiency (28%) • Anticipating business-critical events (e.g., avian flu 2004, swine flu 2009) (25%) • Regulatory issues (19%) • Integrating acquisitions quickly (17%) Source: Workforce Magazine, July 20, 2009, page 18: “Chief Concern: Leaders”

7. Strategic HR Leadership • ROI Metrics • Executive Comp • Executive Development (coaching) • Succession Planning • HR Audit • C-Level Recruitment

8. Four Business Metrics Link to the Bottom Line • HR metrics, such as turnover and absenteeism • Market-based metrics, such as customer satisfaction • Operational measures, such as safety • Financial measures, such as sales and profit

9. Common Traits among Managers Who Excel over the Long Haul • Demonstrate character and integrity • Don’t waste time • Methodic, focused, and process- and people-oriented • Communicate effectively and develop staff • Hire the right people • Stimulate skills development in others • Monitor performance and proactively address problems • Build relationships and create an inclusive atmosphere • Practice continuous self-improvement on a personal level Dr. Clinton Longenecker, Professor of Management, University of Toledo

10. Separate Handouts • Departmental Due Diligence Exercise • Company Due Diligence Exercise

11. Land Mines Awaiting Discovery . . . • Exemption status of “wobbler” positions (e.g., coordinator, administrator, specialist) • ADA leave practices once the 12-week FMLA period has expired • Independent contractor review • Number of employees with documented accommodations; intermittent vs. block FMLA leave; workers’ comp experience ratings; safety records and trends

12. Land Mines (cont.) • Voluntary, involuntary, and total turnover • Immigration status (H-1B, TN-1, O-1 visas and pending green card applications) • Recruitment time-to-fill metrics • Reference checks, background checks, credit checks, pre-employment drug testing, and validation of pre-employment testing

13. Land Mines (cont.) • Probationary period length and “at will” documentation • Union vulnerability: www.GlassDoor.com, climate surveys, turnover, WC claims, intermittent FMLA usage, turnover, EEOC claims, lawsuits • Layoff history / past two years: Peer Group Analysis (PGA) usage, WARN notice (Worker Adjustment and Retraining Notification Act) • 1,000-Hour Pension Rules for part-time employees

14. Handbooks, P&P Manuals, CBA’s, & COC’s Pay special attention to the language surrounding the following: • Hours of work policy (class action wage & hour potential) • Attendance policy (“no fault” vs. “excuse-based” systems and ADA reasonable accommodation interventions) • “Bumping privileges” relative to reductions-in-force

15. Handbooks (cont.) • Management’s Rights Clause (for flexibility and discretion and laying off, outsourcing, and the like) • Code of Business Conduct disclosure process / fluid reporting chain • Form 5500 review for benefit plans showing a plan’s (1) financial condition, (2) coverage, (3) source of funding, and (4) any changes made to the plan that year

16. Key Human Capital Metrics • Employee Demographics: What does the “average bear” look like? • Call Centers: Female, Hispanic, 5.2 years tenure, 3.3 average performance review rating, 1.40 corrective action/head, $14.92/hour • Field Ops: Male, Hispanic, 9/4 years tenure, 3.8 average performance review rating, .70 correction action/head, $19.62/hour

17. Metrics (cont.) Recruitment Metrics • Time-to-Start • Cost-per-Hire • Source Cost Analysis

18. Metrics (cont.) Employee Relations Metrics • Total Turnover Voluntary Turnover Involuntary Turnover (Expect 80 – 20 or 75 – 25 ratio) • Corrective Action Trends and Patterns Performance, Conduct, Attendance buckets #1 Reason for disciplining per center, region, division #1 Reason for leaving the company voluntarily

19. Metrics (cont.) Talent Management Metrics • Cross-trained, cross-certified per location • On-deck / ready now (vs. 1 – 2 years vs. 2+ years)  IDP (Individual Development Plan) • Successor ID’d per critical position • Manager trainee candidates in pipeline

20. Low-Hanging Fruit Key Question: Where’s your “organizational pain point?” What’s keeping you up at night? If you could fix one people-related problem that’s holding back the organization, what would it be?

21. Challenge 1: High Turnover • Recruitment “marketing” brochures • Scorecard approach to human capital metrics for the field: tie all HR-related metrics together into one report to help line managers understand (employee demographics per center, time-to-fill, talent management statistics, cross-training numbers per center, average annual performance review score, total turnover, primary reason for leaving (voluntary), #1 reason for corrective action, #1 reason for involuntary termination

22. Challenge 1 (cont.) • “Road to Retention” action plan • Introduce field management to the idea of basic reference checks • Voluntary lunch-n-learn conference calls with front-line leaders on effective hiring, performance management, and leadership development

23. Challenge 2: Intermittent FMLA Abuse • Metrics to determine usage trends and patterns (tenure, age, wage level, performance review score, corrective action history, etc.) • Stricter monitoring of adherence to medical notes • Communication message to the field • Survey group sessions to determine real cause of problem

24. Challenge 3: Problematic Attitudes A handful of poor performers threaten lawsuits and constantly fly below the radar screen (in terms of not making concrete errors) but wreak havoc on operations and morale • Corrective action documentation for inappropriate workplace conduct • Discussions regarding alternatives to termination

25. Expectations Upward (Boss/Clients) Third-Rail Issues and Organizational Sensitivities: Establishing Expectations with Your Boss and with Your Clients • “What are we not particularly good at yet as an organization?” • What are we not particularly good at yet as an HR team?

26. Expectations Upward (cont.) • How would you grade the HR team on a scale of 1-10, with 10 being the highest? Why an [8]? What would make us a 10? • How well do we communicate as an organization from the top down? Does HR give you enough notice when rolling out major initiatives? • “If you could change and improve two or three strengths or weaknesses in terms of our front-line leadership team’s abilities, what would they be?”

27. Expectations Upward (cont.) • “Do you feel like we get a relatively high level of performance and productivity from our front-line staff, or do we have some serious deficiencies and gaps that need to be addressed?” • “Do you ‘turnaround’ opportunities in any key divisions, regions, or centers that you’d like my help in exploring a bit? Being a fresh set of eyes with no history or baggage can be helpful when you feel like you’re tried everything else.”

28. Expectations Upward (cont.) • Measuring the organization’s “dysfunctionality quotient” – “Are there any critical mine fields or particular areas of sensitivity that I should know about before getting too far ahead of myself in terms of trying to make things better?” • “What would success for someone in my role look like to you in six to nine months from now? Likewise, what would be problematic or of concern in terms of how you’re viewing this job and my role in it?”

29. Expectations Downward (Team) • Develop and implement consistent policies and practices • Improve our management training, development, and communication efforts • Strengthen our team of HR professionalism at every level • Support/sponsor a community service, diversity, and employee wellness events

30. Expectations Downward (cont.)

31. Expectations Downward (cont.) Four guidelines for becoming a more innovative organization: • Keep an external focus. What problems are your customers trying to solve? Draw from other disciplines. • Learn from your mistakes. There’s no such thing as a perfect plan. Learn from your market and readjust your approach. • “Embrace your inner Edison.” Remember the 1% inspiration, 99% perspiration rule. • Resist the pull of the core. Strengths define weaknesses. Find hidden weaknesses.

32. A Personal Invitation . . . “On a more personal note, I’d like to meet with you one-on-one to learn more about what you do and how you do it. Remember that my goal is to help you build your career and prepare for your next move in career progression if that’s what you’re looking for, so feel free to meet with me and go over your resume, last year’s performance review or self-evaluation, and the like. I like playing “career counselor” and helping people focus on how to build and grow their careers and skills, so feel free to work with me in that spirit of goodwill and honest, objective feedback.”

33. Establishing Your Own Brand • What do you stand for? • How would you describe yourself in three words? • What do people say behind your back? • Would you want to work for you? • The Ethics or integrity, honesty, accountability, and selflessness • People respect competence but they love passion!

34. Leadership Principles Principles • Mutual Respect • Pride for Donors • Passion for Patients • Strong Work Ethic • Exceed Donor Expectations • Welcome Change as an Opportunity to Learn and Grow • Give Credit, Don’t Take Credit • Turn the Triangle Upside Down

35. Principles (cont.) Leadership • Lead by example • Practice MBWA (Management by Walking Around) • Make others feel welcome and included • Celebrate successes and learn from mistakes • Create a work environment where team members can motivate themselves • Create a continuous learning environment • Teach what you choose to learn • Respect others’ points of view and value their opinions • Focus on bringing out the best in others • Demonstrate the highest level of ethics and values at all times

36. Principles (cont.) Communication • Say HI and THANK YOU! • Know your staffers and donors by name • Create a culture of openness and information-sharing • Praise in public, censure in private • It’s okay to say “I Don’t Know” • Proactively feed info up and out • Provide consistent feedback in a constructive manner • Keep others informed and leave no one flying blind • Listen openly and look for common ground

37. Principles (cont.) Teamwork • Always assume good intentions • Create a positive and inclusive work environment • Err on the side of compassion • Practice the adage, What you want for yourself, give to another • Place others’ needs ahead of your own and expect them to respond in kind • Always look to bring out the best in others • Share best practices • Resolve team conflict without drama or angst • Foster a sense of shared accountability and group responsibility

38. A New Beginning . . . Ask well thought out questions Teach what you choose to learn . . . Patience, appreciation, selflessness Rome wasn’t built in a day—so don’t break anything just yet! The “two feet in one shoe” concept Enjoy your new adventure . . . 

39. Q&A Paul Falcone www.PaulFalconeHR.com Paul@PaulFalconeHR.com (310) 691-3838