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SHRM @ LSU presentation - October 2011
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In order to transform the HR function from transactional and reactionary to strategic and future-focused, HR professionals must become proactive advisers with the confidence and credibility to influence others, make an impact, and drive change. In this session we’ll explore how HR practitioners can transition to the role of internal consultant, eliminate roadblocks, and achieve buy-in. Taking a bold and courageous approach to the practice of HR paves the way for the HR practitioner to serve as a true strategic partner within their organization.
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In order to transform the HR function from transactional and reactionary to strategic and future-focused, HR professionals must become proactive advisers with the confidence and credibility to influence others, make an impact, and drive change. In this session we’ll explore how HR practitioners can transition to the role of internal consultant, eliminate roadblocks, and achieve buy-in. Taking a bold and courageous approach to the practice of HR paves the way for the HR practitioner to serve as a true strategic partner within their organization.
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Organizational culture, the glue that holds a company together, can best be described as “how things get done around here.” Your culture is unique to YOUR organization and includes the norms, traditions, policies, and ways of operating. But hiring for “fit” can result in sameness, quash organizational innovation, and destroy efforts to promote diversity and inclusion. So what to do? How do you ensure you optimize hiring while effectively telling the story of your culture to attract, hire and retain talented employees? Share your “culture brand” to improve hiring outcomes by: • being truthful and authentic • understanding the difference between actual culture and “aspirational” culture • share your “culture brand” externally …. and internally
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Ensuring that new employees adjust to the social and performance aspects of their job starts well before their first day of employment and its success requires cooperation and collaboration between the talent acquisition team, HR, and hiring managers. These three entities must work together to ensure onboarding success to ensure new employees have clarity regarding their roles and performance expectations and facilitate cultural assimilation and socialization.
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Collaboration is not only powerful but also necessary for the survival and growth of an organization. We can tap into the power of technology to encourage and optimize this very basic human interaction, but true impact is realized when we focus on attitude and behaviors and harness the collective wisdom within our organizations whether guiding the company through change and transformation, managing innovation, or focus on maintaining a culture of inclusion and teamwork. Collaboration, when done effectively and with purpose, can ensure alignment with the organization’s strategic plan and HR’s role (programs, policies and deliverables) is a critical component. In this session we reference research from the following sources: • Collaboration: How Leaders Avoid the Traps, Build Common Ground, and Reap Big Results, Morten Hansen • The Culture of Collaboration, Evan Rosen • The Execution Trap, Roger L. Martin (Harvard Business Review) • Eight Ways to Build Collaborative Teams, Lynda Gratton and Tamara J. Erickson (Harvard Business Review) • Leadership Conversations: Challenging High-Potential Managers to Become Great Leaders, Alan S. Berson/Richard G. Stieglitz We explore the skills and practices required to lead collaborative efforts in order to drive business results by discussing (1) the 3 types of collaboration (2) the importance of organizational culture – and how it can derail your efforts (3) the role of leaders (4) effective ways to build active and effective cross-functional collaboration.
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Ensuring that new employees adjust to the social and performance aspects of their job starts well before their first day of employment and its success requires cooperation and collaboration between recruiters, the HR team, and hiring managers. In this session we’ll discuss how to train and support your talent acquisition partners and hiring managers in order to create onboarding success at your organization. We’ll explore who should have responsibility for ensuring new employees have clarity regarding their roles and performance expectations, discuss the importance of cultural assimilation, and highlight ways recruiters and hiring managers can assist new hires in the process of establishing critical relationships and accessing informational networks.
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Strategic HR leaders are accustomed to conducting environmental scans of both the internal and the external environment – looking for and interpreting trends and changes in the general business environment, industry practices and developments, technological advancement, demographics, economic changes, and the legal and regulatory environment. We know this is necessary in order to participate as contributing partners in the strategic planning for our organizations, but ... as an HR professional are you considering how “Hollywood” can provide early signs of what’s on the horizon? In this session we take a look at how pop culture, celebrities, and “Hollywood” shape the world of work, influence organizational change, and impact the entire human resources agenda. Paying attention to changes and trends in the pop culture landscape allows HR leaders to take advantage of opportunities while preparing for the threats that may influence their current or future plans. • Objective 1- When the ‘fringe’ becomes mainstream, how does that impact HR? What can we learn from pop culture; the ideas, perspectives, attitudes, images and other phenomena especially as influenced by mass media? • Objective 2 – How do we utilize the PESTEL (political, economic, social, technological, environmental and legal) framework to analyze and monitor the macro environmental factors that impact our organizations? • Objective 3 – What are takeaways for HR in terms of the evolving world of work, the changing view of the family and gender roles, and what can we learn from the “everyone is a star” syndrome?
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