Laird Technologies - Confidential

Get the top seat in HR by being ‘not typical HR’

Carolyn KoenigChief Human Resources Officer

Who we are Laird Technologies Organization Performance Materials Division

EMI Solutions

Thermal Management Solutions

Signal Integrity Products

Wireless Systems

Wireless M2M & Telematics

Infrastructure Antenna Systems

Wireless Automation and Control Solutions

Connectivity Products

Key FactsLaird Technologies is a unit of Laird PLC.

Laird PLC was founded in the early 1800’s, when John Laird founded Birkenhead Ironworks in Liverpool, UK. Through the years, the company built ships for the UK Navy, trains for rapid transit, and taxis for use in the UK. Laird PLC also had units making commodity plastics and building hardware until the 1990s. Today, Laird Technologies is the only unit of Laird PLC.

The PLC is headquartered in London, UK, is quoted on the London Stock Exchange (symbol LARD) and a member of the FTSE 250 index.

Laird Technologies was founded in mid 1990’s, and is headquartered in St. Louis, Missouri.

Laird Technologies has grown through a combination of strong organic growth and by acquiring and integrating some of the world’s leading EMI shielding, thermal management and wireless technology brands.

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Key FactsHeadquartered in London, England

Approximately 15,000 employees globally in 46 engineering, manufacturing, and sales facilities

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• World class designer and supplier of performance critical electronic components• Leading solutions provider with more capabilities

than niche suppliers• Market leader in EMI, antenna, thermal, metals,

remote control, and reception solution systems• Ability to bundle technology with vertical integration

– “convergence products”• Track record of intellectual property supporting

product & process development• Deep, broad relationships with industry leaders

• Trusted supplier with over 30 years of technology experience

• Global presence and customer support• Global footprint – local resources• International manufacturing and supply chain

management• Worldwide design centers & technology leadership

Who we are

Core Competencies

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Who we are

Serving Industry Leaders

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12 Step Guide to avoid being “typical HR”

What is typical HR and why don’t we want to be it?

• Jargon filled• Bureaucratic• Policy Police• Knows HR but not the business• Risk Adverse

• Bottom line, senior executives Hate it!

Article from Fast Company “Why we hate HR”http://www.fastcompany.com/magazine/97/open_hr.html

What’s wrong with HR?

Step One: Avoid all jargon

Synergy

Talent ManagementENGAGEMENT Paradigm

Shift

Human Capital

TransformationIf your 3rd grader doesn’t know what you are saying, you are using Jargon………………

Step Two: Understand the Business

• There should be no part of the business that you don’t understand – all products, all services, all departments

• HR is one of the only function that works across businesses – be knowledgeable

• Know the company strategy• Know the company metrics

– Most profitable area, least profitable, reasons for profitability, etc

Step Three: Eliminate Policies vs. adding them

• Address the person or situation, don’t create policies to address bad behavior

• Question purpose of all the policies – unless they spell out a process, why have them?

• Consider your Code of Conduct being the policy for the majority of situations.

Step Four: Take Risks

• Instead of telling managers all the reasons they can’t do something, ask yourself “what’s the worst that could happen?”

• Be the one that recommends the extremes, watch the reactions!

Step Five: Challenge the Status Quo

• Question why do we do it this way?

• Ask questions to get people thinking differently?

Step Six: Say what everyone else is thinking

• Be the voice of reason and honesty

• Be the brave one to call out worthless activities or situations

Step Seven: Call out politics and bad behavior

• Call people out on their ‘stuff’ ( in private)

• Expose political agendas and bullying

Step Eight: Be the Moral Compass

• Someone has to own the company values and it should be you

• Ask the question, “Is this decision in alignment with our values?”

• Be the brave one to challenge inconsistent behavior

Step Nine: Be the Example

• If you are going to call others out, you have to practice what you preach

• Make sure your own house is in order

• Make the tough decisions as an example to your peers

Step Ten: Only work on Business Issues

• Any project in HR not initiated by the business, should be questioned and/or stopped.

• If anything you or your team are doing doesn’t solve a business issue, stop doing it.

Step Eleven: Be Accountable

• Be willing to put your own job on the line

• Own mistakes and fess up publicly

• Take on issues outside your scope of responsibility

Step Twelve: Measure Outcomes not Activities

• Non Value Added Measures

– Time to Fill jobs– Cost per hire– Training Hours– Training Satisfaction– Employee Satisfaction %

Metrics that Improve the business• Valuable Measures

– % of workforce considered “rock stars” – % of key jobs that are filled internally

– % of positions filled externally due to internal skill gap

– Voluntary turnover

– Interviews to offer ratio

– Offer acceptance percentage

– Turnover Rate in the first year of hire

Find ways to repurpose the same metrics that your business uses

• Market penetration – employer brand and candidate awareness. % hired from competitors

• Revenue – Measure volume of output; hires, transactions, training courses – show increased trend

• PBIT – more output for less cost – Better benefits, less cost; more training, lower price point

In Summary

Be Brave & Dare to be Different!

Questions?