Posts Tagged ‘Human Resources’

Resolve Not To Put Off These Resolutions

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The need for meaningful New Year’s Resolutions is just around the corner.  No doubt as individuals we want to limit our bad habit and expand our good ones, perhaps we are thinking more philanthropically and want to improve the lives of others or “give back” to our communities. No question we all want to be more present and supportive of our friends and families. All of these would improve our individual health and happiness.

We think it is also time for each of us to consider resolutions that can improve the health and happiness (in the form of sustainability and success) of the organization where we work, whether you are a board member, a senior leader, a manager, or an employee.
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Filed under: PSX Articles



The 7 steps for successful projects – What?

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Charles Patton examines how in order to launch a project and create a sense of urgency organizations must describe the results that are expected to be achieved: this is the “WHAT”. Answering the question WHAT does not describe the journey, rather it’s the destination. It’s “knowing where you are going “and this is a critical step to achieving buy in.
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The Road Less Traveled Can Lead to Success

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For many companies, their people and reward strategies are under pressure to keep up with the changing business environment and increasing demands of activist investors. So how can companies tune theses important strategies to meet new and growing demands?

The Grahall 2013 People Strategy Survey will explore in depth the connection between people strategy and business success. You are invitied to join us in this endeavor by clicking here to access the survey tool.

Grahall has created the People Strategy Survey because, having worked with hundreds of firms across all industries, we clearly see the possibilities for an increased contribution to a company’s success with the rigorous review and proper alignment of people strategies. We are also seeing that, in industries both emerging and mature, the people strategies are just now being evaluated for “fit”.

The degree of success for any company is largely dependent on the quality of its people. An appropriate people strategy can substantially increase the effectiveness of the organization. But in this context, “appropriate” does not mean one size fits all. Our study is intended to provide a tool kit for companies to evaluate their people strategies and identify the myriad of alternatives to connect their human resources to their business successes.

Note this: When the business strategy and people strategy are connected together, it is not unusual for the organization to perform at the top of its competitors and comparators. Performance in the upper quartile means upwards of 50% more operating profit to work with. Consider what could be done with 50% more operating profit. Consider how that money could be invested in additional marketing, customer service, research, or additional staff.

We are not suggesting that people strategy can be the sole difference between successful firms and less successful firms, but we don’t know of a single firm with a cogent people and reward strategy that is unsuccessful.

Remember, managing people resources toward the market median or average (all things being equal) will generate average performance over time. Too many organizations find comfort in the pack and yet success is more often found on the road less traveled, however challenging and distinct.

To join us in our exploration, click here to link to the People Strategy Survey to add your data to our study.
Survey participants will receive:
• A complimentary copy of the Summary of Key Findings
• Automatic registration for the Survey Results Webinar in June, 2013
• Discounted prices for full survey results by industry and revenue size, including advanced analytics

If you have any questions about participating in the survey, please contact Judy Newman at judy.newman@grahall.com. If you are unable to participate, as a follower of our blog, you will be notified when the report findings become available in a few months.

Filed under: Announcements, Expert Perspective



The New Year’s Resolutions HR Should Have Made (Note: there is still time!)

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Expert Perspective from Grahall’s OmniMedia Editorial Board

Of course, we are technically three weeks into the New Year, but there is still time to take stock of your HR plans and consider what steps you can take to make the most of the opportunities for and dodge the threats to your valuable human resource assets.

We can’t predict the future and many would say there are plenty of unknowns about the employment market for 2011, but one thing is for sure, the US is slowly recovering.  According to a January 14, 2011 article by Economics Writer Jeannine Averaa, published on Yahoo (Industrial production rises by most in 5 months) “Overall industrial activity has risen 11 percent since hitting its recession low in June 2009. But it is still 6 percent below its peak reached in September 2007.”   The article continues, quoting Jeffrey Lacker, president of the Federal Reserve Bank of Richmond, saying: “recent economic activity suggests the economic recovery is through its soft patch… [with] stronger growth this year, between 3.5 percent and 4 percent.”

Ron Scherer, staff writer for the CS Monitor writes in his January 7, 2011 article (Unemployment rate drops to 9.4 percent, but little cheer in jobless report) “The US economy finished 2010 with only lukewarm job gains [and]…  the unemployment rate fell from 9.8 percent to 9.4 percent – its lowest level since May 2009, which partially reflects fewer people actively looking for work.”

Discouragement on the part of job seekers isn’t surprising since, according to the article: “From the start of the recession in December 2007 to its end in June 2009, the US economy lost between 6 million and 8 million jobs. In 2010, according to the Bureau of Labor Statistics, the economy gained only 700,000 jobs back after not adding any jobs in 2009.”

So what does economic recovery with stubborn unemployment mean for HR? Simply that your BEST employees remain key targets for recruiters.   If you haven’t taken the necessary step yet to retain these individuals, you must get started, NOW.  They first fundamental step in the process, which is often overlooked, is to determine which positions and which people are key to your company’s success.  As we said on our blog When the Going Gets Tough Keep the Best From Going , first identify the key roles and those people who contribute most to the bottom line, then create the infrastructure that supports, develops, nurtures and appropriately compensates these individuals.

High unemployment coupled with the fact that many companies have had to rein in incentive program, raises, and bonuses in order to survive give recovering and growing companies the opportunity to upgrade talent without over spending. At the same time a company identifies its key positions, it must determine if the individuals holding those positions are top talent.  If not, this jobs market can offer the chance to improve key talent in critical positions while controlling compensation and recruitment costs.
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Filed under: Expert Perspective - Organization Development



HR Leaders: Are you Managing a Business or Managing a Budget?

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Expert Perspective by Grahall’s OmniMedia Editorial Boaard

The fourth calendar quarter of the year is busy time for Human Resources.  The iterative budget process is coming to a close and the final effort to lobby for funds, justify expenditures and rationalize programs is at full throttle.  For those HR leaders who manage a budget, this is the essential occupation, this is their craft and their trade.  As important as securing funds for HR programs may appear to be to these HR “administrators,” the real work of HR has changed.  As we said in our blog Who Are You? HR Roles Have Changed, Have YOU?: “HR programs in themselves don’t add value to the enterprise.   It’s not what you will do (i.e. run a training program), it is WHY and HOW these programs deliver value to the business.  HR needs to be a business partner and, perhaps more importantly, HR leaders need to operate their department like a business as well.  

HR needs to transform its thinking from a “cost center” mentality (where success is measured by how big or small the budget is) to a business mentality (where success is measured by effectively allocating scarce resources to achieve critical strategic intent).  
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Filed under: Expert Perspective - Organization Development



It was Twenty Years Ago Today…

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Expert Perspective by Grahall’s OmniMedia Editorial Board

Ok, maybe not 20 years ago today literally, but over the past 20 or more years there has been a vast evolution in human resources departments. Many HR departments have changed from “personnel departments” (charged with little more than providing employees with a key to the wash room) to become “strategic business partners” helping companies achieve business strategies through development of effective HR programs. 
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Filed under: Expert Perspective - Organization Development



Et Tu Brute?

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Expert Perspective by Grahall’s OmniMedia Editorial Board

The Editorial Board was planning to discuss the need for continued communications throughout the summer to support employee commitment and engagement.  As the economy and the job market warms up, employees who have failed to consider employees, and especially key employees, as a vital stakeholder group worthy of focused attention, might find their best and brightest talent leaving for what seems to be greener pastures. But with the Rolling Stone profile of “The Runaway General” McCrystal and his inevitable resignation all the news last week, we decided to discuss communications from a 360 degree perspective.
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Filed under: Expert Perspective - Employee Relations and Communications



Who are you? Who? Who? Who? Who? (The Who): HR Roles Have Changed; Have you?

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Expert Perspective by Grahall’s OmniMedia Editorial Board

In his April 19, 2010 article for SmartMoney Magazine (Ten Things Human Resources Won’t Tell You) Jim Rendon quotes Tony Rucci, former chief administrative officer at Cardinal Health and a professor at the Fisher College of Business at Ohio State University saying:  “As much of what was once HR’s domain increasingly gets outsourced, human resources is regrouping to help show top management how it can add to the bottom line…”

Rendon goes on to say: “Though that may seem like an odd role for a department that doesn’t make or sell anything, strong HR departments are now focusing on boosting productivity by helping employees better understand what’s expected of them and by showing managers how to be more effective.”

While employees might find it interesting to know what HR won’t tell them, we think business executives, boards and investors would benefit from knowing what HR isn’t telling itself. We’ve got our own list of ten issues for HR professionals. To echo The Who from 1978: HR, Who Are You?
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Filed under: Expert Perspective - Organization Development



The Best Defense is a Sound Policy

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expert perspective telescopeExpert Perspective by Grahall.

An article published on May 8, 2009 in Worforce.com titled “Outcry on Exec Pay May Spur Rise In Whistle-Blower Suits” discusses two recent suits brought by former employees of McDonalds and Citizens Republic Bancorp, each alleging that they were fired for questioning the executive compensation practices of those companies.  Grahall finds it particularly noteworthy that McDonald’s, a high profile Fortune 500 company, finds itself in this situation.  It is more likely to see this kind of behavior in a small company with an “imperial CEO”.
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Developing a Club Survey

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Expert Perspective by Grahall’s Claudia DeFrancisco

expert perspective telescopeA club survey can be an effective and efficient method for understanding of the compensation trends and issues.

A club survey is a survey in which the participants — the members of the club — sponsor the survey, share in the cost and are responsible for the survey’s design and administration. Club surveys focusing on rewards components and issues can be an effective tool for targeting specific labor markets and unique jobs.

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