Human Resource Management

Getting HR on the bus with John Hale

At HCG, we advise clients that when it comes to strategy, the first step is getting the right people on the bus and in the right seats.  This sometimes means getting the wrong people off the bus.

HR is needed to help find and move people.  Once the right management team is in place and happily driving the strategy, the trap Boards, Executive and HR Directors may fall into is to stop assessing and developing talent.

A proactive HR Director will keep a watchful eye on the marketplace for worthy candidates for existing roles and advise the Board and CEO on a regular basis.

Image courtesy of Shutterstock

2018-05-07T20:25:23+10:00Categories: Strategy|Tags: |

A Christmas Carol with John Hale

At HCG, we find that the New Year is a popular time to review strategy with clients and look for fresh ways to create superior value and remain competitive. Yet at times, we see some silly things take place in the silly season. Often there are ghosts in the corporate machinery and lessons to be learnt!

Ghost of Christmas Past – What gets rewarded gets done.

A few years back, one of my new clients routinely paid all its 100 employees an annual Christmas Bonus of $500. This bonus was the only monetary reward given apart from salary and was not tied to any performance measure. Suffice to say, disgruntled and under achieving shop floor employees would wait until they received their bonus and then resign. Once I pointed this out to my client, we reallocated that money into a $100 Christmas Bonus and retained $40,000 for much needed staff training. In more recent years, both staff and company performance have benefited from the additional training and the regular exodus of unhappy staff just after Christmas has gone.

Ghost of Christmas Present – When we ask for A. but provide the conditions for B. we send mixed messages.

Last weekend, a premium healthcare provider invited me to their Christmas Party. At the party, the venue ran an open bar from 6pm until 1am, served very little food and offered no coffee or tea. A memo from the CEO a week prior, directed all staff to conduct themselves responsibly at this public venue. Yet, many staff seemed wasted by 11pm and nothing like the picture of health and well being the CEO hoped for.

Ghost of Christmas Future – Reward consistently for delivering on what is strategically important.

What steps could you take in future to align strategy with employee bonuses and rewards?

Consider these five principles:

(i)           Validity – Define and measure employee performance accurately.

(ii)          Expectancy – Reward employees in a timely way.

(iii)         Equity – Make sure all employees have access to rewards.

(iv)         Reliability – Differences in pay levels must be based on actual performance.

(v)          Rewards – Give monetary and non-monetary rewards using (i) thru (iv).

Align rewards, staff attitudes, values and organisaitonal culture with what is strategically important. If you are unsure or can’t say what your strategy is, we can help. Give us a call at HCG on +61 407 301 200.

 

2018-05-07T20:25:24+10:00Categories: Strategy|Tags: , |

Cast a Wider Net with John Hale

Three steps for getting recruitment right.

As a speaker and strategy advisor, time and time again, I hear from CEOs at the strategy implementation stage, who have to cope with a ‘tail that wags the dog’.  Experienced employees are indeed experienced. However, the specific competencies required to execute the new strategy are often lacking, along with a genuine commitment by some staff to adapt and evolve.  New people and talent are needed with each round of strategic enhancement.

Key steps for getting recruitment right are:

Step 1.   Anticipate, anticipate and anticipate. Regularly perform a deep analysis of long-term staffing needs, based on your forward-looking strategic business plans. Hiring without the strategic plan in front of you is a plan for failure. Keep asking yourself, ‘why do we need this person?’

Step 2.  Specify, specify and specify. Identify and then specify the competencies required for each position you fill. Hiring people you like the look of without a concise job description spells disaster. If you don’t know what a new hire or an existing employee’s specific responsibilities are, chances are they won’t either!

Step 3.  Choice, choice and more choice. Cast a really wide net to attract candidates, by looking both inside and outside the organization, for the right person for each and every job. Leave no stone unturned. Clients, who excitedly land a fresh candidate, sometimes call on me for help or approval. My standard reply is, “A choice of one is no choice at all.” Develop pools of candidates for each position, by asking all stakeholders – from board members to customers for suggestions. The ocean for talent is enormous. Become an expert at fishing it.

2018-05-07T20:25:24+10:00Categories: Strategy|Tags: , |