Guest Article: Lessons on Culture & Engagement from the Trucking Industry [Podcast] by joel

Host: Ben Eubanks

Guest: Randy Swart, COO, A. Duie Pyle

What would you do if you found out that you were facing a drastic shortage in the primary candidates you hire? How would you work to retain the workers you have while simultaneously marketing your business to potential applicants?

In today’s conversation, Ben interviews Randy Swart to answer these very real questions that he deals with every day. As COO of A. Duie Pyle, Swart helps to run the transportation and logistics company through its normal operations. But the challenges the industry faces are anything but normal: turnover is rampant, the workforce is aging, and predictions of shortages continue to be ever more severe.

In the discussion, Swart shares some of the key practices that A. Duie Pyle uses to not only keep workers from leaving, but to actually help them enjoy the work they do at the same time. Regardless of the industry or company, listeners will have some wonderful takeaways from a true business leader on how to create more value for our employees.

For more information on A. Duie Pyle: http://ift.tt/2s4fs4L

For more episodes and information about We’re Only Human: http://ift.tt/2pVTmky

Subscribe to We’re Only Human and all the HR Happy Hour Podcast Network shows on Apple Podcasts or wherever you get your podcasts – just search for ‘HR Happy Hour’.

Article source:joel - Lessons on Culture & Engagement from the Trucking Industry [Podcast]»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Artificial Intelligence for HR (a practical viewpoint!) by Ben

Cover design for the new book

I’m in the middle of writing a book. Yes, a BOOK! I’m having fun and writing a ton, but I’m also looking for a little help. See, I need some examples from vendors and employers to help me fill in a few case studies and would love to feature you in the book if you’re a fit for my requirements.

The survey below is open to anyone and I would appreciate it if you would respond. This goes doubly for anyone looking to be highlighted (vendor or practitioner) in the book. 

Please take our 1-minute survey

• Vendors: I’m looking for any HR, recruiting, talent, or learning software companies that are using machine learning, natural language processing, deep learning, etc. in their products for purposes of automation or augmentation. I need examples across the spectrum so while I know talent acquisition is going to be heavily represented (and that’s fine) I would also like to talk with those serving talent management, workforce management, learning management, and other HR audiences.
• Practitioners: I’m looking for companies USING these kinds of software tools. Is your recruiting tool doing automated sourcing for you? Is your workforce scheduling tool automatically offering shifts and reducing the hands-on work your team is doing? Maybe your talent management system is giving you red flags on which of your high-value workers are in danger of leaving the company? Is your learning tool recommending highly personalized content for workers based on what their peers are consuming? If you’re using a modern piece of HR technology, there’s a chance you are seeing some of these benefits. I’d love to feature you in the book whether as a small segment in a chapter, a case study, etc. Lots of opportunities to highlight the great work you’re doing as an HR leader!

Click here if you are interested in participating and I will be in touch soon. Thanks so much!

Why write a book about artificial intelligence in human resources?

I’ve had a few people ask me why this topic. In truth, I see it as a public service. So much of what I read (and you probably, too) around how AI will impact human resources is written by the following types of people:

• People who have never worked in HR
• People who want attention by latching onto a “hot” topic

The problem is that very few of these pieces I’m seeing actually talk about solving problems. Instead they talk about theory or high-level impact, which doesn’t help you do your job any better. I’m trying to bring a highly practical perspective to the topic, which is why I’m looking for company stories and examples to weave into the content. I will have to give a basic primer on AI and how it works, but that’s just to get everyone to a basic level of understanding. The vast majority of the book content will be focusing on ACTUAL problems HR can solve across performance, learning, and recruiting.

Plus it’s my chance to write a book for a traditional publisher. I’ve published a Kindle book but have not had this chance previously, so I’ll be sharing the experience and what I think about the process. Look for me to talk more about this topic as the year goes on!

Article source:Ben - Artificial Intelligence for HR (a practical viewpoint!)»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Seek change course with Onploy as UK recruitment start-ups boom by Ross Clennett

Last week two pieces of news caught my attention that suggested that the recruitment industry is ending 2017 in pretty good shape. Firstly, SEEK announced that it was withdrawing Onploy from the retail industry candidate market to focus on the IT candidate market. Industry news service, ShortList, reported “(Onploy) Co-founder Jack Hoi told Shortlist that its software engineering category
Article source:Ross Clennett - Seek change course with Onploy as UK recruitment start-ups boom»

Check out more of Ross Clennett's work at hisblog

Guest Article: HR is Messy by Jay Kuhns, SPHR

A few years ago a member of my team asked me a question. We were discussing a sensitive issue that required some finesse to work through. I was also working toward a specific outcome, and knew I needed to take several important steps in order to get there.

She asked..."do you always have an agenda for everything?"

I Love Plans

For most of us...well, at least for me...I like to be in control of my situation. I want to understand the issues, prepare to address the ever-present political landmines, and be organized so I can deliver the results everyone expects from me.

Good plans do that. Heck, even half-baked plans can often do most of the job. But something happens in spite of having a clear work plan...and it seems to happen consistently.

People get involved.

A Beautiful Mess

Here's the part where I do not vent about people being a source of frustration as I try to get my work done "according to plan."

It turns out I'm one of those people that gets involved...even in my own plans! Sometimes I change my mind, or learn new information, or discover a new challenge that needs to be managed thoughtfully.

HR work is messy....and I love it.

How About You

The next time someone "interrupts" your plans, consider this: the world does not revolve around your view exclusively. If you are always the smartest one in the room, you have a pretty weak room.

Focus on being savvy, understanding all of the dynamics involved, and focus on the end result versus winning every battle along the way.

Oh, and my answer to her question about having an agenda?

It was yes, of course.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - HR is Messy»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Should Have Known Better by Jay Kuhns, SPHR

"That time I pushed for what I thought was best, without really listening to what my colleagues were telling me."

I should have known better.

"When I didn't take the time to fully understand all of the politics involved."

I should have known better.

"The new policy I thought would be so good for the bottom line, but didn't realize how ill-prepared I was with the communication plan."

I should have known better.

"I wish the others could have seen how important that was...what's wrong with them?"

I should have known better.

"I wasn't threatened by them...I just needed to have things go my way...and be really popular."

I should have known better.

How About You
Who on your team needs a healthy dose of "should have known better?" Go tell them. Be firm. Stop treating them like they will break in two, or that chaos will follow. They need your coaching wisdom, and bold leadership.

Tell them today.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Should Have Known Better»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Want to Meet in 2018? by Ben

As the year winds down one of the things I’m spending time on is scheduling out my 2018 year. Travel, conferences, speaking, etc. I have several events on the calendar already where I’ll be speaking (such as the HRPA Conference January in Toronto and the HR Conference Cruise in February, and about half a dozen others), but if you’re reading this and enjoy the kinds of things that I share here on the blog and you also have responsibilities for planning events in 2018, I’d love to speak at your conference!

To give you an idea of what I’ve been up to in 2017, here is a sampling of this year’s speaking events (and webinars/virtual events):

• SHRM chapter workshop: Evidence-Based Change Management Practices that Deliver Results
• SHRM chapter workshop: Practical Methods for Measuring HR’s Business Value
• Webinar: Informal Learning Myths and Truths
• SilkRoad user conference – topics: Talent Mobility Strategy; Diversity and Inclusion; Employee Engagement and Business Results
• Skillsoft/SumTotal user conference – Employee Engagement and Business Results
• Achievers user conference – Improving Employee Engagement Outcomes
• Webinar: Learning Strategy, Measurement, and Content
• Webinar: Using Talent Mobility for Engagement and Performance
• Webinar: Performance Management: What High-Performing Firms Do Differently
• HCI Innovation@Work – Hacking HR Workshop
• Panel discussion: The Future of Learning
• Panel discussion: The Next Great HR Technology Company

Bottom line: it’s been a busy year!

I already have a great 2018 planned, including both on-site and virtual presentations. One of my favorite things about working on upstartHR these last 8 years is being able to meet each of you when I’m attending an event, so please ping me if you are going to be somewhere so we can connect!

In addition, if you’re looking for a keynote speaker that knows the trends and insights that matter to your audience, feel free to contact me while I still have some room on the schedule. I’d love to speak at your event.

Article source:Ben - Want to Meet in 2018?»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Essential Facts to Know Regarding Sexual Harassment Training by Ben

With the current discussion surrounding sexual harassment and sexual allegations, it’s more important than ever for HR professionals to cover all the bases when it comes to compliance training. Even though behavior that might be considered sexual harassment might seem rather obvious in this day and age, it’s often more nuanced than most employees might consider. Knowing how to properly train and educate employees makes for a safer and much more comfortable workplace.

More Males Report Sexual Harassment Than Females

When teaching employees about sexual harassment in the workplace, it’s important to bear in mind that more males report sexual harassment than females, which might surprise some. For this reason, it’s important HR professionals make training completely gender neutral and stress the fact that both men and women can not only be victims of sexual harassment, but that they should not fear to report any sexual harassment they might experience in the workplace. With this approach, men can become more aware of when they may be victims themselves, something that most certainly hasn’t been ingrained in them by society.

Suggestive Remarks Are Considered Sexual Harassment

An employee doesn’t have to be cornered in an elevator, receive unwanted physical contact or receive inappropriate emails for him or her to be a victim of sexual harassment, a suggestive remark can be considered harassment. Additional behavior often considered sexual harassment includes:

• Use of offensive language

• Compliments with sexual overtones

• Sexual banter

• Bragging about sexual skills

Essentially, any behavior of a sexual nature that makes employees feel uncomfortable in the workplace is grounds for filing a sexual harassment report.

Employee Perception Can Impact the Effectiveness of Policies

Studies have shown it’s not unusual for an employee’s perception of workplace sexual harassment policies to tarnish the overall meaning of those policies. What this means is that sometimes, employers aren’t as clear as they should be when it comes to defining sexual harassment. This is one of the reasons it’s so essential workers are well-aware of what falls under the sexual harassment umbrella so they do not unknowingly violate policies. In some cases of sexual harassment, employees genuinely aren’t aware their behavior, actions or comments could be considered sexual harassment. Here, employers are just as much to blame as employees, maybe more so.

Employers Should Be Aware of Nontraditional Harassment

An employee doesn’t have to directly approach another employee for there to be an instance of sexual harassment. If there is a public computer in the work environment that contains adult images, sexually suggestive emails, bookmarked adult sites or the like, it can be considered cyberstalking or nontraditional sexual harassment. What’s most essential for employers to bear in mind with nontraditional sexual harassment and cyberstalking is they’re illegal acts under U.S. laws. While it might seem like common sense to not look up or save adult content on a public computer, employers should leave no room for doubt in such cases.

Some Employees Fail to Report Sexual Harassment Because of the Potential for Backlash

Much like actors and actresses in Hollywood failed to report sexual harassment because they thought it would harm their careers, the same is true of employees in the workplace. What’s more is those who did report instances of sexual harassment felt there was much to be desired with the final outcome of the situation. For this reason, companies need to make it plain not only what constitutes sexual harassment, but also the consequences harassers will face. Oftentimes, HR is so focused on making sure everyone is aware of the true definition and circumstances of sexual harassment they don’t spend as much time explaining the breadth of the consequences of harassing someone.

Actions to Prevent Lawsuits Should Be Taken

While it’s understandable for managers and supervisors to want to keep their distance from sexual harassment reports and leave the job to HR, the truth of the matter is managers and supervisors should involve themselves in devising a fair resolution to the report. In addition to showing employees their employer takes such instances seriously, the involvement of those in high positions could be just the thing needed to keep employees from filing a lawsuit. On a related note, companies should know that just because they have a sexual harassment policy in place does not mean employees cannot or will not file a lawsuit.

There’s no doubt that sexual harassment is a sensitive and serious issue. All HR professionals should know how to proceed for the safety of everyone in the workplace.

Article source:Ben - Essential Facts to Know Regarding Sexual Harassment Training»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Carved In Stone by Jay Kuhns, SPHR

Regardless of the size of the organization.

Let's agree they are all complex.

Right?

Many Parts
People.

Problems.

Wins.

...but...

My eyes only see a fraction of the whole.

What part am I not seeing?

Which employee am I missing?

What issue is just beyond my line of sight?

Who is struggling that I can help, but I just don't notice them?

How About You
Am I inflexible and carved so deeply in stone that I'm missing...well... everything around me? 

What, or more importantly, who, might you be missing in your world?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Carved In Stone»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: If Not Us, Then Who by Jay Kuhns, SPHR

"That's not my job."
"Those issues are outside my scope."
"I don't have authority to address that."
"I'm in HR, that's an Operations issue."

It's About Action
What in the world is happening?

Have we lost our way in HR? Is there something inherent in how we view our roles, that has inadvertently backed us into a position where we feel we are not leaders of the organization?

Check out this recent example of HR in action:

A hospital's laboratory department [not a client] was struggling with turnover, scheduling, and low morale. The HR leader proactively joined in the solutions process and pulled schedules, department financials, and reviewed employee concerns. 

The result? She built a new schedule that solved both the morale and staffing problems. The Lab Director was thrown off initially, but once the progress became apparent, was appreciative of the support.

Leadership (Not Just HR)
That my friends, is real HR leadership. 

Was that in the HR Director's job description? No.
Was that "old school" HR? No.
Was that taking a risk that the organization could not recover from? No.

Here's the part that so many of us miss, including me, multiple times.

We have the authority as leaders to do any damn thing we need to do. There is no one holding us back. There is no one telling us 'no.' If we are going to earn the respect that we must earn, it is entirely up to us to take action.

Action trumps excuses every time.

How About You
What's holding you back from being a leader, not just the "HR person?" HR means so much more than the HR department, right?

Am I wrong? Should we lead for real...or just keep processing all of that paperwork?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - If Not Us, Then Who»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Should I Apply for this HR Job or Not? [Reader Question] by Ben

Today’s question is from someone that is trying to get into the HR profession. It’s a common challenge, but her specific problem is whether this is coming too soon or if she is ready for the role. Check it out:

Hello!! My name is Sam. I just started my educational journey in business, and eventually a degree in Human Resource. I’m NEW, I’m EXCITED, and I’m…… uh oh…. I’m given the opportunity to apply for and possibly taking a position, ALREADY?

So, here’s some back story. I’m in our local coffee shop grabbing some fuel for the day, when the owner of my longtime boyfriend comes into line behind me. No big deal, we’ve met many times and he’s a really nice guy. Well, he overhears me speaking about school and asks me what I’m in for. I jokingly say “whatever Company X is hiring for”.

“Human Resources, Janedoe is leaving soon”

Oh. Em. Gee.

THAT’S WHAT I’M GOING TO SCHOOL FOR!
Fast forward, Janedoe is still there, I have been way too chicken to go talk to her. Besides being nervous to get the job (potentially), Im nervous to tell the woman I’ve been working for doing homecare that I’ll be going for an interview for my dreamjob and leaving her in the dust.

In the meantime the accountant lafy is looking for an assistant. So, Im wondering if I should take the assistant job (and the pay cut) to get my foot in the door of the company and get to know the dynamics better, or if I should just go talk to Janedoe about replacing her and possibly interning with her while she’s there.

When I came across your blog, I thought, THIS GUY KNOWS WHAT HE’S DOING! And you seem to actually enjoy it. I know this is a lot of me talking, and you don’t know me from Adam, but PLEASE help me land this job. Opportunities like this don’t come around for people like me. I’m ALWAYS the yes man. I’m ready to work my way into where I want to be.

Any tips I can use to land my first HR job…. without the HR experience? And yes, I’ve read the post about landing jobs, but I feel my situation is a little out of the box.

Thank you so much for reading!

My Response to Sam

Hey, Sam! How cool is that? So without knowing some of the dynamics of the people involved, it becomes a bit challenging to advise you on what to do. Here are a few quick thoughts:

• Don’t be afraid, WHEN IT IS TIME, to tell your boss you’re leaving for something that is in line with your dreams and aspirations. If that boss can’t understand that they are not a good boss anyway. The good ones will want you to chase your long term dreams. Keep cool until it’s time, though. You don’t want to lose your position because some managers can’t bear the thought that you’ll leave “eventually” and saying it out loud makes them itchy for a replacement.
• Accounting assistant–this isn’t a bad gig and might allow you to get closer to the work being performed on the HR side than you realize, especially if accounting helps with running payroll. You might even be able to negotiate that a portion of your time is spent supporting HR as a way to grow your influence and connectivity into the organization. One of my first roles BEFORE I got into HR was working as an accounting assistant helping with payroll, time and labor, and other back office activities. That’s good experience.
• I don’t know enough about Janedoe to know what kind of person she is and how she might respond to you coming to her, regardless of your good intent, with the thought that you might replace her. Most people would see that as a threat, especially because you have little/no experience, so I would hold off on that for now unless you have the backing of someone higher up the food chain in the company to come at this in a positive way.
• If you have a good conversational relationship with the owner guy you met at the coffee shop, I don’t see a problem with approaching him with the accounting/HR options and asking for his input. He clearly has some line of sight into the situation and might have something helpful to offer.

I hope this helps, Sam! Good luck with your career. Anyone else have comments to share with her?

Also, do you have a question about your own HR career, whether as a newbie in the field, someone advancing up the ranks, or someone trying to decide what’s next after you’ve capped out in your role? Feel free to email me (ben@upstarthr.com) and I can share your anonymous post here on the blog for others to learn from your experience. 

Article source:Ben - Should I Apply for this HR Job or Not? [Reader Question]»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Robert van Stokrom: The (recently ex) RCSA President reflects by Ross Clennett

Two weeks ago Robert van Stokrom stepped down having completed four years as President of the RCSA (Australia & NZ) and a further six years as a board member. I managed to gain a short window of Robert’s time to put a few questions to him about this time as RCSA President and a few current industry issues. Ross: In our Q&A four years ago, upon assuming the RCSA presidency, you stated
Article source:Ross Clennett - Robert van Stokrom: The (recently ex) RCSA President reflects»

Check out more of Ross Clennett's work at hisblog

Guest Article: Get Off My Lawn by Jay Kuhns, SPHR

I have become an angry old man.

You see, getting (a bit) older is an interesting thing. While I try really hard to be a positive force in my little world, I can sometimes fall in the trap of...well...not being so positive.

Those Darn Leaders
The curse of high expectations can be costly. On one hand I work extremely hard to ensure phenomenal results are achieved; and, I can also be critical when junior-level leaders try hard but repeatedly fall short.

Get off my lawn you struggling leaders!

Those Darn Team Members
I'm blessed to help lead an organization that is absolutely loaded with bright young minds. Their energy is infectious, and pushes me to keep bringing my A-game each day. Except, I fall into my own expectations-trap.

I expect those fired up young minds to understand everything I already have been exposed to and learned over many years. Sigh. Another #JayFail.

Get off my lawn you young people!

Those Darn Executives
Ah, at least I can rely on all of the executives leading organizations around the globe! They are my "angry old man" salvation, for sure!

But wait...did I just hear one (er, all!) of them say they don't have time for social media, branding, have any time to spend with employees, or mentor a young motivated leader because they have more meetings?

What is happening?
Excuses? Meetings? Noise!

When did policies, process, busy calendars and egos take over our passion for leadership?

Get off my lawn you scared executives!

How About You
Have you become angry in your "old age?" Well, I for one am done with being the old angry guy in the corner of the conference room. Complaining doesn't support new leaders, educate motivated young employees, or call-out stressed executives.

Action + a positive attitude does all of these things and more!

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Get Off My Lawn»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Moving Beyond Performance Management to Performance Enablement [Infographic] by Ben

Earlier this fall I reported on a study we had completed at Lighthouse Research focused on performance management practices that separated high-performing companies (revenue, retention, engagement) from their peers. The infographic below illustrates these points well and is a great set of takeaways. The part I’m most intrigued by? Companies that follow a specific set of practices are more likely to improve engagement and business results, a double shot of positive organizational impact. I’d love to hear your feedback–does this resonate with your own company? Have you seen similar benefits?

Article source:Ben - Moving Beyond Performance Management to Performance Enablement [Infographic]»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: How to Be a Professional Troublemaker in HR [Podcast] by Ben

This coming year, my wish for you is that you become more of a troublemaker in your business.

Yes, you heard me correctly. HR has a longstanding tradition of being the administrative department. The party planners. The “that’s how we’ve always done it and let’s avoid the risk” police.

But what if there was another way? What if we could be disruptors and troublemakers as a force for good? In this episode of We’re Only Human, I interview Jill Kopanis, a VP of HR that seeks to shake up the workplace every single day. There are some great notes and lessons for each of us and I highly encourage you to check it out.

(Subscribers click through to check out the episode below)

Show Notes

We’re Only Human 18 – How to Become a Chief Operating Trouble Maker in HR

Host: Ben Eubanks

Guest: Jill Kopanis, VP HR, Dynamic Dies

We’ve heard the “seat at the table” conversation repeated over the years, but what if that’s all just a bunch of nonsense? In this episode of We’re Only Human, Ben talks with Jill Kopanis, VP of Human Resources at Dynamic Dies, about what it takes to break away from that conversation and become what she calls a Chief Operating Trouble Maker within the business.

During the show they discuss a handful of topics that will help any HR leader become a force for positive disruption within the business, including:

• How to get beyond the buzzwords
• How to focus on engagement that matters
• How to avoid the “Millennial” or “Boomer” stereotypes and biases

Disruption can be a good thing, especially if it’s driven by someone that knows the business and how to shape it for the better. Are you ready to be a trouble maker in your own organization?

If you’re interested in joining Ben and Jill on the HR Conference Cruise, learn more here:

http://ift.tt/2jBEiSC

Be sure to use code “FRIENDOFBEN” for $50 off the ticket price.

Article source:Ben - How to Be a Professional Troublemaker in HR [Podcast]»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Your Career Site Is A Retention Tool by Jay Kuhns, SPHR

A job list.

That is literally what your "career" site is. A simple, boring, ineffective list of current open positions.

Oh, wait. You might have a picture of a smiling beautiful person who doesn't work at your company on your "site" too. Nice touch. I'm sure that will bring in the qualified applicants!

Content (hint, your employees sharing their stories)
Their is a reason that you hear employer branding and content so frequently relative to recruitment. It's how you represent yourself in 2017 to prospective employees. What is often not said however, is that employer branding can move the needle on retention as well.

Think about it. A robust employer brand / recruitment marketing strategy uses current employees constantly to spread the good news about the employer. Highlighting your own employees (instead of those 'models') on your career site is a very public form of recognition.

Sure, the certificates you hand out thanking people for being awesome are a sure-fire strategy; but maybe interviewing them for a blog post or video that could reach the entire universe is a bit more impactful? 

Are you with me?

Retain First, Recruit Second
Have any of you ever said this phrase..."our employees are our most important asset." Of course you have... WE ALL HAVE!

Except, how many of us highlight our employees on our digital properties to make sure we keep the best ones, and attract the ones we need like they do and they do?

Anyone?

When you put your people on your careers page, loaded with stories, engaging photographs and videos, you send a powerful message that your employees literally are your most important asset.

How About You
Are you ready to start retaining your people, and show potential applicants that you are the most progressive employer in your industry? What are you waiting for? I'm ready to help you!

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Your Career Site Is A Retention Tool»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: How to Be a Professional Troublemaker in HR [Podcast] by Ben

This coming year, my wish for you is that you become more of a troublemaker in your business.

Yes, you heard me correctly. HR has a longstanding tradition of being the administrative department. The party planners. The “that’s how we’ve always done it and let’s avoid the risk” police.

But what if there was another way? What if we could be disruptors and troublemakers as a force for good? In this episode of We’re Only Human, I interview Jill Kopanis, a VP of HR that seeks to shake up the workplace every single day. There are some great notes and lessons for each of us and I highly encourage you to check it out.

(Subscribers click through to check out the episode below)

Show Notes

We’re Only Human 18 – How to Become a Chief Operating Trouble Maker in HR

Host: Ben Eubanks

Guest: Jill Kopanis, VP HR, Dynamic Dies

We’ve heard the “seat at the table” conversation repeated over the years, but what if that’s all just a bunch of nonsense? In this episode of We’re Only Human, Ben talks with Jill Kopanis, VP of Human Resources at Dynamic Dies, about what it takes to break away from that conversation and become what she calls a Chief Operating Trouble Maker within the business.

During the show they discuss a handful of topics that will help any HR leader become a force for positive disruption within the business, including:

• How to get beyond the buzzwords
• How to focus on engagement that matters
• How to avoid the “Millennial” or “Boomer” stereotypes and biases

Disruption can be a good thing, especially if it’s driven by someone that knows the business and how to shape it for the better. Are you ready to be a trouble maker in your own organization?

If you’re interested in joining Ben and Jill on the HR Conference Cruise, learn more here:

http://ift.tt/2jBEiSC

Be sure to use code “FRIENDOFBEN” for $50 off the ticket price.

Article source:Ben - How to Be a Professional Troublemaker in HR [Podcast]»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Scared to Death by Jay Kuhns, SPHR

"Management is doing things right. Leadership is doing the right things."
- Peter Drucker

I feel like I've been a rule-breaker in human resources leadership for many years. Ours is a profession filled with policies, rules, SOPs, laws, regulations, and a hell of a lot of scared HR pros.

Scared to make decisions.
Scared to be bold.
Scared to 'get in trouble.'
Scared to take risks.
Scared to be different.
Scared to put it all on the line.
Scared to try new things.

Friends, it seems like HR is scared to death.

What Is Up With HR?
What is it that holds HR professionals back? What could possibly be so pervasive that nearly an entire profession is mired in writing policies, saying no, avoiding all risks and yet still consider themselves as contributing?

I don't get it.

I've met a growing number of HR pros who are all about making an enormous difference in their organizations. Why isn't everyone in our profession clambering to get to the front of the innovation line?

Enlighten me friends! Who is leading the way in HR?
- in the US
- in Europe
- in India
- in Australia
- in New Zealand
- in China
- in...well...everywhere else!

How About You
When did you make the transition from scared to fired up? What made the difference? Was it an inspirational colleague; a progressive CEO; or maybe a new corporate culture that made it "okay" for you to be what you always knew you could be?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Scared to Death»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: The man, as a leader of women, the recruitment industry can be proud of by Ross Clennett

This week we have seen the full local impact of last month’s Harvey Weinstein expose. The combined Fairfax Media/ABC investigative resources were marshalled in service of Tracey Spicer’s tweet of 18 October: As you can see, the tweet generated an immediate and overwhelming response that quickly elevated Don Burke’s name to the top of her list of men to investigate. The subsequent
Article source:Ross Clennett - The man, as a leader of women, the recruitment industry can be proud of »

Check out more of Ross Clennett's work at hisblog

Guest Article: Market Garden Leadership by Jay Kuhns, SPHR

I hear a lot of big talk from leaders. Epic plans! Grandiose statements about "doing this" and "delivering on that!" 

Big talk is important. It can inspire others to follow you. It can motivate teams to take that extra risk to achieve breakthrough results. It can be...something special.

It can also be a colossal failure.

Plan the Big Talk
I've tried lots of bold strategies in my career. Some were wildly successful, and others....well...not so much. One phrase, however, proved to be true in each scenario whether it was a winning idea or a losing one: preparation and execution.

The common trap of over-preparation often leads to inaction, which I've railed against many times before on this blog. We can never be fully prepared; rather, we just have to be as prepared as possibly without delaying the second half of this phrase.

Execution.

Execute (and monitor closely) the Big Talk
Simply putting together a good plan is not even remotely close to actually leading the effort. High success rates require leaders understand what is happening, recognize when the situation starts to drift from the original intent, and most importantly, not be afraid to jump in and literally lead the project across the finish line.

Too many leaders cower in fear when the anticipated outcome is "suddenly" at risk. They freeze up hoping to blame others instead of making real-time decisions to keep things moving forward.

Oh, how arrogance and fear get in the way of success!

How About You
When have you seen a leader struggle with the execution of a plan? Have they frozen in place when that plan seemed to be in jeopardy; or, did they have the resolve to pivot and personally ensure the correct decisions were made?

What did you do while they struggled? Did you jump in to help...or, stand idly by?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Market Garden Leadership»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: How to Build a Team Like the NBA by Ben

If you know me, you know I’m not a sports person. I don’t watch. I don’t follow.

It’s not that I have some strong dislike for sports. It’s just that when I stopped doing them in high school, I lost all interest. I can watch them, if I am at a live event or if I don’t have an alternative. But when I’m listing things I look forward to each week, that isn’t at the top of my list. If you’re like me, then this post is still going to be valuable for you!

That’s because despite my indifference to sports, at the same time it’s hard as a leader and as an HR pro not to think about some of the innate elements of building a high-performance team that stir my attention.

For several months out of the year, sports fans are focused on the NBA season and its teams and players. Yet one concept that isn’t often considered is the talent management strategy behind these teams. As the New York Post notes, dozens of team changes can happen on the first day of trading. How does the free agent model of employment affect teams and performance? What might enable or prevent new talent from connecting with team members?

The Core Element of Teambuilding

One of the core principles of building a team is this: a team’s existing dynamics change when you add someone new to the mix. In other words, you don’t just add one or more people to an existing team — you create an entirely new team any time you make a new hire. It’s like a recipe. While you might have separate elements, once you integrate them you create something new and different each time.

This concept is important to grasp, both for those leading a team and for those on it. It can be common for hiring managers to believe that adding a new hire to a team will change everything. However, it’s often a surprise to later find out that despite careful planning, things are just not the same after new talent is hired.

If you’re enjoying this post and want to learn more about how to match team fit and stability with a diverse set of individual strengths, click here to read the rest of my article on the ADP Spark blog. 

Article source:Ben - How to Build a Team Like the NBA»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Resources to Counteract Mean and Nasty in the Workplace by Jennifer Miller

In November, people observe World Kindness Day, which was started in 1998 by an international coalition of non-governmental organizations (NGOs) that wanted to shine a spotlight on the positive power of being kind. There are many corners of the world right now that are just plain mean and nasty. Incivility has always been part of the human condition. But with social media, we can see everyone’s Mean and Nasty, 24/7, brought right into our homes and workplaces, without any filters. It’s exhausting and it affects our mental health.

Here are what the numbers tell us about Mean and Nasty in the workplace:

• 40% of workers are afraid to be civil at work because they fear others will take advantage of them
• Colleagues who observe incivility are three times less likely to be helpful to others in the future and 50% less likely to share resources
• Incivility is often modeled by leaders and is the reason that employees cite for their own rude behavior

This research comes to us from Christine Porath, an associate professor of management at Georgetown University and the author of Mastering Civility: A Manifesto for the Workplace. Porath has studied incivility for over two decades and has performed numerous experiments to suss out why civility is important in our workplace interactions.

In honor of World Kindness day, here are some of my favorite blog posts and resources:

Manners Matter at Work

15 Ways to Be Nice at Work

Leadership and Positive Social Contagion

The Science of Kindness from the Random Acts of Kindness Foundation

Spread a little kindness at work today. It takes so little effort, and costs nothing.

Article source:Jennifer Miller - Resources to Counteract Mean and Nasty in the Workplace»

Guest Article: Crazy Thankful by Jay Kuhns, SPHR

Ah, yes. Thanksgiving. That special time of year when we get really thoughtful about those who mean the most to us. Those we love, those we miss, those who make a profound difference in our lives...

It's really powerful when you think about it. 

Then, of course, the next day we open up the shopping mosh pit and beat the crap out of each other at Target trying to save $100 on a TV we don't need.

'Merica.

Thankful for Work Stuff
After so many years driving to hospitals for work, I now travel extensively to...wait for it...hospitals!

I know...huge change, but I'm actually thankful for that. Although nothing says "I'm blessed" like switching your commute from a car to an airplane.

Now, I know what you're thinking. Jay, you have a cool gig with a cool company and you get to do all of that traveling!

Sure, I'm thankful...that hotel rooms have irons...it's the little things.

Thankful for Work People Stuff

The really important part of Thanksgiving however, is remembering the people in our lives.

- The hiring managers that never get back to us with their feedback.

- The leaders who are afraid of social media. They keep me employed. 

- The wanna be executives who are so full of themselves they miss the point of leading.

- The executives who still think the world knows how good their organizations are because...well..."they're special!" See "permanent employment for Jay" above.

How About You
So many things to be thankful for this year. But most of all...I'm thankful that you all have a sense of humor.

Keep pushing friends...we're going to change the world if it kills us!

Happy Thanksgiving!

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Crazy Thankful»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Leadership and the Civil Workplace: It Starts with You by Jennifer Miller

Did you know that nearly half of the people in your organization are afraid to be civil to one another? According to Georgetown University researcher Christine Porath, 40% of employees say they hesitate to show civility at work because they fear people will take advantage of them.

Porath, an associate professor at Georgetown’s McDonough School of Business and author of Mastering Civility: A Manifesto for the Workplace, has studied incivility in the workplace for nearly two decades. A great deal of incivility is due to a lack of awareness about our actions, not necessarily evil intent, explains Porath. The workplace—with its reliance on technology as a primary means for communication—increasingly distances us from face-to-face interactions. This in turn makes many of us a bit rusty on the social niceties necessary for a high-functioning workplace.

Has your office become a less civil place to work? If you’re in a leadership role, you have far more influence than you might realize regarding how others treat one another. Here are three things to consider when it comes to creating a more respectful workplace.

What norms are you setting around civility?  

Leaders set the norms for their organizations. People watch what you do and determine what passes as acceptable behavior. Leaders who step up and “go first” in terms of acknowledging their civility shortcomings experience better success in creating a respectful environment than those who simply send employees to civility training (yes, that’s actually a thing.) Porath cites an example of an international law firm whose head partner brought in Porath to provide training on civility. Not only did the head partner participate in the training, the firm’s chairman of the board participated. “About a year and a half after we began our work together, the firm won a Best Place to Work award,” notes Porath, something that would have been unlikely just a couple of years earlier.

Beware the contagion of incivility

Unfortunately, bad behaviors can be as contagious as a flu bug. Research has shown that we unconsciously mimic behaviors of those around us, including rude behavior. Start with your own actions: reflect on your emails, texts and in-person communication with your team. You may think you’re in the clear, but perhaps your attempt at being a good role model is being sabotaged. Next, consider your entire team. Heads up—it’s not just the rude folks who are spreading the malaise. Porath’s studies found that even if people aren’t personally rude, they can be “carriers” of the scourge. People who observe incivility are three times less likely to be helpful to others and 50% less likely to share resources.

Civility is good for you and your team

The good news is that civility is just as easy to spread as incivility. Simple gestures such as smiling, saying “please,” “thank you”, and “I’m sorry” help pave the way to a more civil workplace. Extending courtesy also help keeps you healthy. According to the Random Acts of Kindness Foundation, you benefit physically and emotionally  when you show basic courtesy to others. Kindness also has a “domino” effect: research shows that when a group of people witness a positive act of kindness, everyone’s mood is improved, thereby making them more likely to pass along another act of kindness. This means that as a leader, your courteous acts when in team meetings and other group settings are amplified. It takes very little of your time to “get the ball rolling” and set a positive example of respect.

Writer Christian Nestell Bovee is credited with the words, “The small courtesies sweeten life; the greater ennoble it.” Are your actions as a leader ennobling or eroding the daily life of others in your workplace?

 

This post originally appeared in Smartbrief’s Originals series and is reprinted with permission.

Image credit: Paul Mison.

Article source:Jennifer Miller - Leadership and the Civil Workplace: It Starts with You»

Guest Article: How Much Money Can You Earn With an HR Certification? [Free Calculator] by Ben

How much does an HR certification impact your salary? While it matters differently at every organization and for each person, let’s answer that question with some data.

Using data from Payscale.com we (hat tip to my youngest brother Barrett for his Excel wizardry) hacked together a calculator that shows you the median pay for job titles in HR as well as the adjusted rates based on whether the person has a PHR or SPHR certification (at the time of this data gathering there was no data on SHRM certifications, but assume similar levels of competency for PHR and SHRM-CP and SPHR and SHRM-SCP).

Additionally, we threw in a 10-year impact to show you the potential for what a certification could mean to your earnings over time. Again, this is a linear projection and does not take into account all the variables that could happen in your career, but it’s a good starting point when considering whether you’re going to prepare for the HR certification exams.

A few notes and caveats: 

• Obviously this is data set is an aggregate of multiple markets and municipalities across the United States, so your own local area may vary in salary range, but it’s still good to get a ballpark impact regardless.
• You’ll notice the VP of HR role is opposite of the rest. In other words, those people NOT having a certification in a VP role still outearn those with a PHR or SPHR. VPs are a very small portion of the overall HR population so that’s not a big issue, but be forewarned.
• I can’t lock down editing on every cell without you losing your ability to calculate, so only touch the orange cells (title and current salary) when you are trying to calculate the impact on your pay.
• If you type in the wrong space or mess up in some way, just reload the web page and it will go back to normal.
• Feel free to hit me at ben@upstarthr.com with any questions or comments. Love to make this more helpful over time if you have ideas.
• Interested in getting certified? I’ve helped hundreds of students pass the exams in the last 8 years with self-study courses for PHR or SPHR, audio courses, and recommendations for other study materials to fill in the gaps.

If you’re interested in taking the exams you can check out some of our research on the topic (or some of our resources listed above):

• How to pass the SPHR the first time
• The #1 reason people fail the HR certification exams
• The SHRM versus the HRCI certification exams

Article source:Ben - How Much Money Can You Earn With an HR Certification? [Free Calculator]»

Check out more of Ben Uebanks' work at Upstart HR