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Scaling Up: Strategies for Smart Business Growth and Market Expansion
Johnna Major, SPHR President Cornerstone HR
November 6, 2014
+ Preparing for Growth
Growth = Resources Stretched Thin Doing more with the same amount of
resources Employees may lack the skill, expertise or
resources to take on more Lack of clear accountability and processes
Strategic plan with revenue and market segment growth targets Organic growth M&A
SWOT analysis Strengths/Weaknesses – Internal Opportunities/Threats – External
+ Evaluating What You Need Growth by Merger or Acquisition Resources to integrate operational systems (e.g.
accounting, IT, purchasing) Resources to integrate employee benefits and pay systems Resources to integrate culture and communication
Organic Growth Resources for strategic sales support (based on channel,
distribution models) Resources to support increasing order and customer
volume Resources to support increasing administrative demands
(accounting volume, HR administration) Resources to support increasing data and process
demands
Internal, External, Technology
+ Overview: Workforce Strategies
Getting the right people on the team and getting the wrong ones off
Giving your managers the tools and training to lead and manage their team
Defining the culture that YOU want to drive success
Managing risk by understanding increasingly complex regulations that apply as your business grows
+ Getting the Right People On Your Team Get The Wrong People Off The Team If a person can’t expand or shift responsibilities to support your growth,
confront that fact sooner rather than later The longer you tolerate sub-par performance, the more it undermines
your ability to hold others accountable for high levels of performance
Commit to a Hiring Process that Will Yield “A Players”
+ Job Description
Role: Why Does Position
Exist?
Responsibilities: What Results Will This
Position Deliver?
Abilities Knowledge Skills
Exempt/ Non-Exempt?
Competitive Pay Rate?
Integrity
Customer Focus
Fun
Passion
+ Recruitment Process Resist the urge to hire your neighbor’s brother
Be prepared to devote the necessary amount of time to evaluate your top candidates and check references on your finalist(s)
Extend your reach for candidates far and wide Multiple job boards, social media, Linked In,
industry associations, your personal and professional networks, employee referrals
Develop an interview format that ensures that you get the full scope of: candidates' career history why they left each position, how they relate to
managers and peers what culture they thrive in and what their
accomplishments have been what criteria they have for a new position
+ Support Your New Managers Often the best individual contributors
get promoted to management roles and while they’re great at ‘doing’ they’re not great at leading Micromanage Laissez Faire Fear and lack of confidence in giving
performance feedback
Training Role of a manager Giving feedback Resolving conflict Delegating How to hire and fire Communications Managing change
+ HR Tools to Help Your Managers Succeed Job Descriptions that are results-
focused
Company-Defined Values to set expectations for behavior
Employee Handbook to provide consistency in applying policies
Performance Review tool that is linked to the job description and your values
Access to a confidential resource/mentor to address employee issues
+ “Culture Eats Strategy for Lunch”
Peter Drucker
Culture is the operationalization of a company’s values – Shein, MIT Sloan School
The culture that you want requires care and feeding- Ann Rhoades, “Built on Values”
Leaders need to model the values and behaviors they want to see in their employees and
Create systems to reinforce that culture
If you don’t define your culture, it will get defined for you
+ Jet Blue’s Values
Safety
Caring
Integrity
Fun
Passion
Fun Exhibits a sense of humor and
the ability to laugh at self Adds personality to the
customer experience Demonstrates and creates
enthusiasm for the job Seeks to convert a negative
situation into a positive customer experience
Creates a friendly environment where taking risks is OK
Values Definition
Review Mission, Vision, Strategy for Key Concepts
Customer Focus
Teamwork
Knowledgeable Safety
Innovation
Stewardship
Quality
Family Feel
Integrity
Honesty
Value #1 Value # 2 Value # 3 Value #4
Process Updates
Recruitment •Job Descriptions
•Interview questions/process
Performance Reviews •Updated format to include
values
Rewards/Recognition •Compensation philosophy
•Recognition for values
11/1/2013
Managing Risk: Compliance Requirements All >15 Employees >50 Employees Federal Contractors
FLSA Title VII Federal FMLA Drug Free Workplace Act
FCRA ADAAA ACA Affirmative Action Plan
OSHA ADEA (20 ee’s) EEO-1 (100 ee’s – non Fed contractor)
EEO-1 (50 ee’s)
USERRA and Maine Military Leave Act
COBRA (20 ee’s) WARN Act (100 ee’s)
Vet-100 and 100-A
Victims of Violence Act
Maine FMLA E-Verify
NLRA Harassment Prevention Training
Concealed Weapons Law
Drug Testing Policy – EAP (20 ee’s)
Lactation Breaks Pregnancy Discrimination Act
Equal Pay Act
Maine Whistleblower Protection Act
Wage Payout Upon Termination
+ Summary Understand your business growth strategy and have the right people
on the team to get you there
Give your employees, especially new managers, the tools and training they need for success
Create and sustain the culture YOU want to drive your success
Understand the laws and regulations that apply to you so that you can support your employees and manage your compliance risk
Johnna Major, President 207.883.5386 [email protected]