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Strategies to become an employer of choice

October 6th, 2017 No comments

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Strategies to become an employer of choice

HR must continue to gain ground as the chief people strategist by providing attraction and retention techniques that create an employer of-choice environment.  Simultaneously HR must demonstrate a measurable ROI on human capital. These critical trends will continue to present both challenges and opportunities for the HR professional.

Becoming the employer of choice

 

Becoming and remaining an employer of choice is the top-ranking HR-related challenge organizations face today. Establishing employer-of-choice status is HR’s responsibility, and if HR does this well, all other practices become subordinate to this goal. The most important objective on the people side of the business is establishing a place where individuals want to work and remain working. HR should be concerned with providing potential, current and even past employees with this environment. Employees need a culture, a place in which to grow and feel good about their surroundings.

HR should be the designated keeper of the corporate culture. At its best, HR can be instrumental in creating or maintaining a culture that is truly great. HR must first clearly identify the kind of culture the company should have, then define that culture for the workplace and support the environment that emerges. An identifiable culture attracts employees, gives them a sense of purpose and offers a basis for participation in decision-making.

Branding promotes culture, it is indeed an HR function because of its power to attract and retain employees. Working together with marketing, HR must develop a compelling brand image for the workforce. Great companies do not create an external brand for customers and an internal brand to attract employees. Instead, they leverage their external brand for internal recruiting.

 

Winning the war for talent

Recruiting and Retaining Over Time:  Given suitably competitive offerings with respect to compensation, culture is an organization’s number one recruitment and retention tool. In an employer-of-choice environment, it is not necessary to pay top dollar if other key factors are in place. See value in pursuing the best and brightest. Simultaneously, future talent shortages and the expense of recruiting over retention give these employers a consistently keen eye for keeping their top performers.  Make every employee in the company a recruiter.

Leveraging an Essential Player: Technology : Meeting today’s HR challenges would be impossible without technology, a critical practice in and of itself. Most people want to work for companies that have good technology. For example, college graduates accustomed to using the internet for their work, research, thesis, and case studies expect the latest technology on the job. Given the widespread availability of technology, a company lacking in this component will not qualify as an employer of choice for the emerging workforce.

 

Contributing to the organization as a strategic business partner

HR’s role as a strategic business partner comes from both the company and HR’s own initiatives. One factor that supports HR in functioning better in the business world and becoming a key business partner is an appropriate use of the right technology. Technology can help HR assess opportunities, manage risks, take action, and communicate with employees. Measuring performance and tying it to overall business objectives is essential for demonstrable results at the corporate level. Yet an unfortunate number of performance evaluation criteria have nothing to do with overall company objectives. Measuring things like clocking in on time and getting along with co-workers does not provide tangible data that ties employee performance to overall company success. HR needs to evaluate the factors that have a direct impact on corporate objectives.

 

Cultivating leadership through e-learning and development

Most people instinctively want to learn, which is very different from being “trained.” Learning is an environment that promotes the ability to gain knowledge, whether via a course, access to expertise in the form of mentors, or participation in innovative projects. Loyalty to a single company is rapidly becoming a thing of the past. While culture attracts a new hire, the reason an employee stays on is because the working environment is challenging and meaningful, engendering growth and development. The number one reason an employee leaves a company is lack of respect of the immediate supervisor. The culprit is the aging workforce, which causes organizations to promote younger individuals before they might be ready to be managers.

While technology is better today than ever, today’s e-learning is only in its infancy. In this new world, people learn what they need to learn on their own time, at their own pace. Right-brain people can have more on-the-job learning, while left-brain thinkers can do more analytical learning online. Usually e-learning is accessed via collaborative self-service that leverages third-party expertise and/or content, which is what many are calling knowledge management today. In the future, e-learning will simply be a way the workforce is developed on an ongoing, just as needed basis.

 

Recognizing the workforce as a profit center

HR responsibilities include many specific details involving compensation, workforce trends and so on. However, it is critical that HR can answer questions such as:

  • Who are our top performers and how can we retain them?
  • Who are our high-potential employees and how can we develop them?
  • Who are we at risk of losing and how can we reduce that risk?

Thinking globally while complying locally

Even small organizations deal increasingly with customers and employees on a global basis. Great companies know how to think globally and comply locally. They act like a global organization, yet an understanding of the local environment permeates every relationship. Making global differences a part of corporate culture is a valuable endeavor. Indeed, diversity itself is a source of greatness. Organizational headquarters that have the attitude that “corporate knows best” will have a difficult time instilling a viable culture.

 

Incorporating flexibility and adaptability into the organization

For years companies have been moving away from hierarchical, structured environments because they are neither effective for organizing nor comfortable for employees. HR needs to mirror this movement by allowing employees — particularly managers — to be flexible, adaptable, and nimble. For example, instead of restricting a creative requisition that strays from an exact, predefined job description and salary range, HR can allow for variances that fit special circumstances. Guidelines, rules, and benchmarks are important, but flexibility is even more critical, particularly where people are concerned. Collaboration with all constituents requires adaptability. Organizations today are less about physical structure than logical structure supported by technology. Before doing anything else, HR must create a flexible environment where top prospects seek to be employed. This is a place where employees look forward to coming to work, enjoy working while they’re there, feel they play an important role in the company, and want to stay because the company is continuing to develop them and care about them.

HR ties in all the ingredients for success and leverages technology to capitalize on economic and organizational change. Successfully turning HR challenges into opportunities to become an employer of choice creates a dynamic place where people want to work and choose to remain. Efficiency, effectiveness, and monetary return are characteristic of the employer of. These lay the groundwork for world-class HCM.

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The benefits of human resources certification

June 23rd, 2017 No comments

The benefits of human resources certification

 

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Many HR professionals devote hours of their own time studying for HR certification exams. Once they become certified, those HR professionals devote their own financial resources and time to continuing education so that they can maintain certification.

HR certification – Benefits to HR professionals and their organizations.

 

HR certification benefits for employees

The reasons individuals pursue certifications include demonstrating one’s professional achievement, fulfilling personal satisfaction, helping in career advancement, enhancing one’s understanding of the field, and earning recognition from peers.

Earning a certification may help an individual make a favorable impression during a job interview for showing potential employer about his/her knowledge and competencies and has the capability to do that job.

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  • Employee’s dedication to his/her HR career and updated with latest HR trends.
  • It gives more perception of more competent, more qualified and capable of performing better.
  • It helps in group decision making among peer since certified employee may be given more consideration.
  • It boosts employee’s moral and motivation for work. It is clearly reflected in self-confidence and self-satisfaction
  • HR certification considered as receiving better opportunities and higher salary and advancement

 

HR certification benefits for employer

 

From the organization’s perspective, HR certifications are used as a selection tool to identify the best fit and qualified candidate for the position.

 

Certifications help organizations determine whether applicants or employees can perform at an acceptable level in his job.

Employers can also use certifications to present an image of employee respect and authority.

Certification leads to lead more consistent ways to deal with information, challenges, conflicts etc., related to HR.

Encourage employees to perform in a better way with up to date skills and competencies.

 

Difference between HR certifications

The differences between the four designations are the amount of relevant work experience and level of training. The SHRM-CP and PHR are basic certifications and on a similar level of experience, while the SHRM-SCP and SPHR are both senior-level certifications. Candidates need to meet certain requirements for each type of certification. Here is a typical profile for each:

 

SHRM-CP 

  • Serves as a point of contact for staff and stakeholders
  • Delivers HR services
  • Performs operational HR functions
  • Implements policies and strategies
  • Requires at least three years of experience in an HR-related role if the candidate has obtained less than a Bachelor’s degree
  • Professionals with a Bachelor’s degree in an HR-related field require at least one year of experience in an HR role
  • Professionals with a Graduate degree require one year of experience in an HR role unless their degree is HR-related
  • Understands SHRM’s Body of Competency & Knowledge (BoCK)

SHRM-SCP

  • Develops HR strategies
  • Leads HR functions
  • Analyzes performance metrics
  • Aligns HR strategies to organizational goals
  • Has three-to-seven years of HR-related experience
  • Has an understanding of SHRM’s new Body of Competency & Knowledge (BoCK)

PHR

  • Focuses on program implementation
  • Has tactical/logistical orientation
  • Has accountability to another HR professional within the organization
  • Has two to four years of exempt-level generalist HR work experience, but because of career length may lack the breadth and depth of a more senior-level generalist
  • Has not had progressive HR work experience by virtue of career length
  • Focuses his or her impact on the organization within the HR department rather than organization wide
  • Commands respect through the credibility of knowledge and the use of policies and guidelines to make decisions

SPHR

  • Designs and plans rather than implements
  • Focuses on the “big picture”
  • Has ultimate accountability in the HR department
  • Has six to eight years of progressive HR experience
  • Has breadth and depth of HR generalist knowledge
  • Uses judgment obtained with time and application of knowledge
  • Has generalist role within the organization
  • Understands the effect of decisions made within and outside of the organization
  • Understands the business, not just the HR function
  • Manages relationships; has influence within the overall organization
  • Commands credibility within the organization, community, and field by experience
  • Possesses excellent negotiation skills

Certified individuals have usually issued a certificate attesting that they have met the standards of the credentialing organization and are entitled to make the public aware of their credentialed status, usually through the use of initials (i.e., SHRM-SCP or SPHR) after their names.

Your HR Career Success Depends Upon New Skills and Certification

To be an effective HR professional, candidates not only need to understand concepts such as strategic management, workforce planning, HR development and organizational management, but they also require practical skills to implement these concepts.

Online Master Certificate in Human Resource Management program is an ideal way to gain critical skills and prepare for the SHRM-CP and SHRM-SCP certifications.

Check online certification program here

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Employee Engagement & Retention

May 31st, 2017 No comments

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Keeping the Right People

Employee Engagement & Retention

Employee engagement illustrates the commitment and energy that employees bring to work and is a key indicator of their involvement and dedication to the organization. Employees who are engaged are more productive, content and more likely to be loyal to an organization. When organizations put sound HR practices in place, they are more likely to discover that employees feel satisfied, safe and will work to their full potential…and that means they are more likely to stay put.

HR Responsibility and How it relates to employee engagement

Strategic HR Planning

  • People are the main resource that organizations have for delivering services
  • Strategic HR planning links HR management directly to an organization’s strategic plan and that means that staff will have meaningful roles tied to the strategic direction of the organization
  • Strategically planning how your organization will meet it’s current and future HR needs and how people will be supported and nurtured within your organization is critical for success

Operational HR Planning

  • At an operational level, organizations put in place HR management practices to support management and staff in achieving their day-to-day goals
  • Whether it’s determining how many employees are needed to deliver services over the next year or how performance will be monitored, the HR management practices and activities need to be planned to answer the question: “Where is our organization going and how will it get there?”
  • An operational plan ensures that employees are properly supported

Compensation and Benefits

  • Though usually not ranked the most important, compensation is an important factor in job satisfaction
  • An employee who feels adequately compensated monetarily is more likely to stay with your organization

 

Developing HR Policies

  • Policies and procedures both communicate the values of your organization and provide everyone with a consistent process to follow
  • Policies and procedures provide your employees with a process to follow and that knowledge can help them confidently approach situations, particularly difficult situations

Employment Legislation and Standards • Provincial/territorial and federal governments outline the minimum requirements to ensure a safe and equitable work environment for employees

Job Descriptions

  • Job descriptions are basic HR management tools that can help to increase individual and organizational effectiveness
  • A well-written job description sets an employee up for success by outlining their responsibilities and the parameters of their position
  • Job descriptions also show how an employee’s position contributes to the mission, goals, and objectives of the organization

Performance Management

  • Performance management is an ongoing process where the manager/supervisor and employee work together to plan, monitor, and review an employee’s work objectives or goals and overall contribution to the organization
  • Motivates employees to do their best
  • Establishes clear communication between the manager and the employee about what s/he is expected to accomplish
  • Provides on-going, constructive feedback on performance
  • Establishes plans for improving performance, as necessary
  • Identifies the skills and abilities of each employee so that work assignments build on and reflect an employee’s strengths
  • Identifies individual employees for more challenging work
  • Assists and supports staff in achieving their work and career goals by identifying training needs and development opportunities
  • Contributes to the succession management plan so that employee skills are developed and employers develop the skills they need to fill a potential HR gap in the future

Learning, Training and Development

  • Investing in training programs helps employees develop personally and professionally.
  • Creating an environment where people feel welcome and safe from harassment and discrimination motives staff to perform
  • Absenteeism and performance problems decrease while productivity, morale and employee retention increases

Work Teams and Group Dynamics

  • When you develop and support effective teams, you enhance the power and feeling of satisfaction of individuals working on the team
  • When a team works well, it means that staff trust one another and that leads to better sharing of knowledge and understanding

Conflict Resolution

  • In a healthy workplace, there will be conflict
  • Having conflict resolution policy and process will mean that conflict is constructive and not destructive

Workplace Wellness Initiatives

  • A healthy workplace means more than just warding off colds and the flu
  • It is more holistic and takes into consideration the physical, spiritual, environmental, intellectual, emotional, occupational and mental health of employees
  • Wellness promotion doesn’t just benefit the employee — an organization filled with healthy, balanced and fulfilled employees is a productive workplace that retains its employees

Employee Recognition

  • Giving employees a sense of shared values and purpose by creating a relationship with them.
  • When you thank employees you value them and that, in turn, is motivating
  • Updating staff on organizational issues through internal communications like e-mail updates and newsletters builds the sense of team and their value to the team

Staff-volunteer relations

  • Develop a sense of team with staff and volunteers contributing to the organization’s mission

Employee Satisfaction and Engagement Surveys

Listening to employees’ insights and suggestions for improvement will provide the organization with valuable information that can be acted upon to increase the level of employee engagement in the workplace. Employee surveys are an important tool to solicit employee feedback. They can be administered internally or externally as long as responses remain anonymous. Employee engagement surveys provide a way to improve productivity and emotional commitment by identifying the root causes of workplace issues.

Guidelines

The following steps provide a guideline for how to conduct an employee engagement survey:

  1. Determine the purpose of the survey.
  2. Determine the design of the survey (i.e. online versus paper-based; open-ended questions versus multiple choice or rating scale, etc.).
  3. Develop the questionnaire based on desired outcomes, while ensuring collection of accurate of data.
  4. Send employees the questionnaire for completion.
  5. Analyze survey responses.
  6. Prepare a summary report of the findings and recommendations for management (and possibly employee) review and discussion. (Ensure survey responses remain anonymous.)
  7. Prepare an action plan
  8. Benchmark survey results for a year-to-year comparison.

Action Plan

An action plan should be developed after discussing and prioritizing the results of the employee engagement survey. Although the plan is dependent on the outcomes of the engagement survey, it should be realistic and include the following items:

  • Action item
  • Person(s) who will be responsible implementing the action item
  • Resources required (i.e. money, materials, people)
  • Timeline – with expected completion date(s)
  • Expected outcome and/or how success will be measured

The action plan should be reviewed regularly and adjusted as required in order to achieve desired results. It is important to communicate and follow through on action plans. If employees see that action plans are implemented, they will be more likely to participate and provide feedback in the future.

Communication with Employees

Communication with employees is important to the success of the employee engagement survey. It should be done before, during and after implementation. This will generally make employees more likely to participate and provide feedback in the future. Communication to employees should include information about:

  • How the results will be used.
  • How specific action plans will be developed from the results of the survey and that input is required in order to properly formulate these plans.
  • How the results of the survey and any action plans developed will be reviewed and discussed.

 

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