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South African Reward Association October 2013 Annual Conference . Reward Professional Of The Future Advancing Above And Beyond In The Total Reward Profession: The Keys To Success! John A. Rubino, President Rubino Consulting Services Pound Ridge, New York USA.
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Reward Professional Of The Future
Advancing Above And Beyond In The Total Reward Profession: The Keys To Success!
John A. Rubino, President
Rubino Consulting Services
Pound Ridge, New York USA
We are measured not by what we are, but by the perception of what we seem to be; not by what we say, but how we are heard; not by what we do, but how we appear to do it.--- Anonymous
The shortest and best way to make your fortune is to let people see clearly that it is in their best interest to promote yours.
--- Jean Del Bruyere
How is the TR/HR function ‘perceived’ in your organization?
What do your executives want and need from TR/HR professionals?
What do you do to meet (and exceed) the expectations of your organization?
‘Partner’ with senior executives in formulating the organization’s overall total rewards and human resources strategy
Assist executives & managers in performing their people management responsibilities
Provide middle managers with training and all of the necessary TR/HR management tools
Serve as an internal consultant in all matters relating to attracting, retaining and motivating a quality work force
1) Strategic Positioner
Aware of and able to translate external business trends into internal organizational actions
Understand the general business conditions (social, technological, economic, political, environmental, and demographic trends) that affect their industry and geography
Target and serve key customers by knowing customer expectations, and aligning organizational actions to meet customer needs
Co-create their organization’s strategic response to business conditions and customer expectations by helping frame and make strategic and organizational choices
2) HR Innovator & Integrator
Integrate innovative TR/HR practices into unified solutions to business problems
Must know latest insights on key TR/HR practice areas related to rewards, talent sourcing, talent development, performance management, work and organization design, and leadership brand
Be able to turn these unique TR/HR practice areas into integrated solutions that are aligned with business requirements
3) Change Champion
Makes an organization’s internal capacity for change match the external pace of change
Helps make change happen at institutional (changing patterns), initiative (making things happen), and individual (enabling personal change) levels
Initiating change: building a case for why change matters, overcoming resistance to change, engaging key stakeholders in the process of change, and articulating the decisions to start change
Sustaining change through ongoing communication and continual learning
Partnering with executives, managers and employees to create organizations that are agile, responsive, and able to make transformation happen
4) Technology Proponent
Using technology to help people stay connected with each other by improving communications, doing administrative work more efficiently, and connecting employees to customers
Using technology as a relationship building tool through social media. Leveraging social media enables the business to position itself for future growth
Access, advocate, analyze and align technology for information, efficiency, and relationships
5) Capability Builder
An organization is not structure or process; it is a distinct set of capabilities
Ability to audit and invest in the creation of organizational capabilities. These capabilities outlast the behavior or performance of any individual manager or system. Capabilities are the company’s culture, process, and identity. Make sure managers understand the importance of an organization’s capabilities in sustaining organizational success
One of the primary capabilities of successful organizations is to create an organization where employees find meaning and purpose at work. Help managers create meaning so that the capability of the organization reflects the deeper values of the employees
6) Credible Activist
Credibility comes from doing what is promised, building personal relationships, and being reliable…creating a trusting environment
Having a point-of-view, not only about TR/HR activities, but about business demands …and knowing how to influence others in a positive way
Professionals who are credible but not activists are admired, but do not have much impact. Those who are activists but not credible may have good ideas, but not much attention will be given to them
To be credible, must be self aware and committed to building the profession
THIS IS CALLED: HUMAN RESOURCES WITH AN ATTITUDE!
Objective: Provide the organization with the best aligned ‘people’ tools in order to attract, retain and motivate a quality work force
Make them your best friends!
Broad-based Incentive Compensation And Performance Management
Changing the culture…moving towards more ‘pay at risk’
Executives say: “…………………………………………………”
Managers say: “……………………………………………..….”
Employees say: “…………………………………………………”
- grasp what they are good at
- know what role they play in their organizations
- understand what they need to learn to take on new challenges
Your value-added comes from your CONSULTING ability:
***MERGING QUALITATIVE ABILITIES WITH QUANTITATIVE SKILLS***
Change Perceptions/Get “Buy-In”
You walk the fine line of consistently supporting your organization and your employees:
Achieving business objectives while meeting the needs of your work force.
THE CHALLENGE IS TO MAINTAIN YOUR BALANCE!
Are you an accomplished , “complete” professional…and a true leader in your organization?
“If your actions inspire others to dream more, learn more, do more, and become more…you are a leader.” John Quincy Adams