Guest Article: We’re Only Human 39: Ohio Living Serves 70,000 Clients Annually with Core Values by Ben

Do you know the core values of your business? Do your employees? More importantly, do they live them?

In today’s episode, Ben interviews Dana Ullom-Vucelich, Chief Human Resources Officer and Ethics Officer at Ohio Living. Ohio Living provides services to a range of individuals, reaching more than 70,000 clients per year. The company’s 3200 employees are guided not just by policy and procedure, but by a strong sense of ethics and core values that permeate the culture and atmosphere of the firm.

In the discussion, Ullom-Vucelich gives her insights into what it takes to engage employees and get their best. In addition, she gives a variety of business and clinical/healthcare impacts of having engaged employees, going beyond the “pat on the back” to more substantial value that engagement and recognition can bring. If your business is looking for ways to create more engagement and drive better business results, this is the show for you.

Learn more: https://www.ohioliving.org

If you enjoyed this, be sure to check out episode 20: Growing a Business with Your Heart

Article source:Ben - We’re Only Human 39: Ohio Living Serves 70,000 Clients Annually with Core Values»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Thank You, May I Have Another? by Jay Kuhns, SPHR

What was your first reaction when you read the title to this post?

"Thank you, may I have another?"

Did you "go negative" right away? Did you think I would be discussing HR leaders getting dumped on by their colleagues, the employees, and a long list of other ungrateful souls?

Wait Just A Second
How about we try this approach instead...

"Thank you, but I would prefer the high risk project"

"Thank you, however, I would like to take the lead on that new initiative"

"Thank you, but I would really like to be a part of that expansion project"

There is is huge difference between the "regular" HR folks who default to a "whoa-is-me" professional existence...and then there are those that...

...well, they go for it!

They don't fall into the trap of hubris, excuses and arrogance.
They don't chase glory and extra squares on their org chart.
They don't wait until every plan is so perfect, that it is actually too late to execute (if they know how to execute at all.)

Old HR is Dead...Welcome to the New World
I don't always get it right in my work. I also make mistakes...regularly. But I can honestly tell you this my friends...

I am not afraid to do what's right.
I am not afraid to stand up to the bullies.
I am not afraid of the nay-sayers who are living in their self-indulgent arrogant past.

It is 2018. It's time to be more than you ever thought possible!
It's time to go for it!

How About You
Who are the weak links in your world that are living in the past? Perhaps it's time to stop giving them any airtime, and simply push your organization to the next level? They wouldn't understand how to lead the way, so why waste precious company resources on old school slow-movers?

Go for it friends. Today!

I'd love to hear from you.

No Excuses.

pic
Article source:Jay Kuhns, SPHR - Thank You, May I Have Another?»

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

Guest Article: PHR/SPHR Course Update [Announcement] by Ben

If you aren’t studying for the HR certification exam then feel free to ignore this or share it with someone that is studying. Thanks! :-)

Earlier this summer I set a really big goal for myself and the team that’s working on the development of the new PHR/SPHR course. I wanted to have the new course fully up and running by August 1st to coincide with the new HRCI changes. However, this is still in development and it’s looking like we will miss the deadline for rolling out the new course.

With that in mind, I’ve decided to take an intermediary step and adapt the materials we’ve been using and updating for the last 10 years to help test takers to bridge the gap. These changes should be done this week and I’ll post again letting everyone know. The changes HRCI has made are fairly minor and mostly revolve around changing the titles of the sections and moving around some of the content, but as I’ve told students for years it isn’t like HR is suddenly new and different (we just make up different names for some pieces of it on a regular basis to keep things fresh).

That said, we are still pushing the development of the new materials. I am really excited to see where this goes and would love to have a handful of beta testers to try it out for free as we finalize development in August in exchange for feedback. If you’re interested in this please reach out to me!

Article source:Ben - PHR/SPHR Course Update [Announcement]»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Using Job Titles Instead of Pay to Compensate Employees by Ben

Writing a lot about compensation today! I also have a piece up about 3 ways compensation policies can cause employee turnover as well in case you want to check it out. . 

This past week I was talking with a friend and he explained that his job title had recently been changed from “XYZ specialist” to “XYZ manager.” He laughed and said that, of course, it didn’t come with a pay raise. I know those kinds of “promotions” are common, but I also explained to him that even if a raise didn’t come right away, having a title like that could lead to higher pay down the road.

For starters, even if there is no pay change, the recognition of your hard work with a title change can give you a sense of satisfaction with your work. Dan Pink’s book Drive talks about the three areas we need to hit in order to create an engaged workforce: autonomy, purpose, and mastery. This recognition hits squarely on the mastery piece, especially if the title change is conveyed appropriately. We want to feel like masters of our own domain, and that transition in job title can be one way of realizing that.

Perhaps even more importantly is the future potential value of that job title. If my friend was looking for a job and has “XYZ specialist” on his resume, employers and recruiters will assume he’s earning in a specific range. However, with “XYZ manager” on the resume, recruiters will assume that his range is even higher, potentially increasing job offers and opportunities. For example:

• Specialist market range is $60k to $80k
• Manager market range is $70k to $90k

That job title change could be worth up to $10,000, depending on how it’s leveraged in the future. This is a pretty significant bump for the receiving individual!

I do want to caution you that I am not promoting title inflation at the expense of the workforce. This isn’t about throwing titles at people that haven’t earned them or trying to avoid paying someone what they have earned by changing a few letters in their job title.

Instead, I see it as just one more tool we have to help create more connectivity between the employee and the company by recognizing their contributions. This is a one-time opportunity and can’t be used year over year to avoid paying someone for what they’ve accomplished.

What do you think? Have you done this? Would it work for some of your high performers? 

Article source:Ben - Using Job Titles Instead of Pay to Compensate Employees»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Why You Should Always Discriminate in the Workplace by Ben

Discrimination isn’t necessarily a bad thing.

I overheard a conversation the other day between two employees at a local restaurant. One of them said:

“I am so sick of our boss. He is always discriminating against me for coming in a few minutes late or not getting my work done as fast as Joe.”

The second employee turned to the first and responded:

“It serves you right. Show up on time. Do better work. It’s not really that hard.”

Because I’m incredibly mature and kindhearted I held my laugh in until I was out of earshot, but it seems like I hear this kind of thing more and more. People feel like all kinds of discrimination are bad/wrong/evil.

Not true.

See, we won’t discriminate against you for your age, gender, etc. Those things are protected (as they well should be). But work performance? I can discriminate against you all day long.

“Discrimination” isn’t a blanket defense for poor work habits. Just an FYI. In the words of the young man who is wise beyond his years: show up on time and do better work. It’s not really that hard.

Share this with a friend or leader that would appreciate it today!

Article source:Ben - Why You Should Always Discriminate in the Workplace»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: It's Time to Suffer by Jay Kuhns, SPHR

"I'm not good enough."

"I'm not going to get that new job."

"I really messed up that relationship."

"It's my own fault...I just can't handle all this pressure."

"I'll never have an opportunity to get ahead here."

Our Mind: Friend or Foe?
The often discussed - and even more frequently "heard" - minds of ours can be so powerful that we sometimes get lost, literally, in them.

I try to use my self-talk machine to help me stay positive, fired up for each new day, and to keep moving forward. I'm obsessed with constant motion.

However, that does not mean that those voices in my head don't do their best to derail me and turn me into a quivering mass of jello.

Self-talk is powerful. 

No, We Aren't Supposed to Suffer
For some reason when we stumble, the thought comes into our heads that we must be punished. Why is that?

Guilt?
Sadness?
Resentment?
Disappointment?
Embarrassment?

It doesn't make any sense. Yet, I completely understand why someone might feel that way...because I have felt that way too.

What is it about "not being perfect every time" that makes us think we need to experience emotional pain or stress? 

Have we set such unrealistic expectations of ourselves that each mistake or wrong decision must be punished?

Whoa! That is a lot of pressure!

How About You
How do you handle setbacks or disappointments, particularly when you have contributed to them? 

Does your mind kick in to overdrive and begin the attack on...you; or, have you developed a way to sidestep that very human reaction, and follow a different path?

I'd love to hear from you.

No Excuses.

pic
Article source:Jay Kuhns, SPHR - It's Time to Suffer»

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

Guest Article: Your Invite to #DisruptHR HSV: Let’s Do This by Ben

If you live within driving distance of of Huntsville, Alabama, I’d love to personally invite you to the first ever DisruptHR HSV on August 16th at 5:30pm. If you’re not familiar, DisruptHR is a global movement made up of local grassroots-level events giving HR and business leaders an opportunity to network and discuss how we can change HR for the better.

We just closed the speaker applications and are sorting through submissions (announcing soon!) If you want to sponsor (limited opportunities up for grabs), contact me here. If you want to attend, tickets are very inexpensive. We purposely priced them at such a low rate to make sure we can make attendance attainable for anyone that is interested in HR, training, talent, and/or recruiting.

Kristina Minyard and I are the co-organizers (co-disruptors?) for this event, and we’re honored to have the opportunity to bring this event to Huntsville and help our local HR audience learn and grow through innovative content. There will be food. There will be drinks. There will be content. What more could you ask for?

We have a ton of amazing speakers lined up, including one of Huntsville’s finest and a nationally recognized HR blogging and social media expert, Jazmine Wilkes. Additionally, our fine city will be represented by Erin Koshut, one of the key influencers and leaders at the Huntsville Chamber of Commerce. Look for more speaker info coming out soon on the event page.

If you have questions, feel free to reach out to me. Tickets just opened last week and are already nearly 30% sold out. We fully expect to sell out in advance!

Article source:Ben - Your Invite to #DisruptHR HSV: Let’s Do This»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Here’s How An Engaged Company Outperforms Others by Nearly 150 Percent by Ben

Employees are more disengaged than ever, and the statistics on employee engagement only serve to further the narrative. Gallup reports that more than half of employees (51 percent) say they’re actively looking for a different job or watching for opportunities. Nearly 26 percent of the U.S. workforce is going to change jobs this year, and these are typically the most highly skilled and motivated employees.

Organizations need to fully understand just how critical engagement is to success. Gallup shows that organizations with a highly engaged workforce outperform peers by 147 percent in earnings per share. And the cost of rehiring and retraining replacement workers has been well-documented.

So why, in this enlightened age, would any organization not prioritize employee engagement?

The Compliance-Engagement Balancing Act

Midsized organizations may be struggling to do more with less, which in some cases can lead them to skimp when it comes to employee engagement efforts. According to the ADP Research Institute® (ADP RI) report, “Midsized Businesses: Poised to Lose Balance in a Time of Uncertainty,” midsized businesses were spending less time focusing on talent management and significant energy on compliance. That’s because of continued concern around how compliance impacts the business. “Of all the midsized business owners surveyed, 40 percent indicate they have experienced unintended expenses as a result of non-compliance with government regulations,” reports ADP RI.

Regulatory complexity can impose additional stress on an organization’s already limited resources. This stands to reason, given the fact that midsized businesses seldom have the powerful compliance resources that large businesses do, and yet are held to the same compliance standards.

All of this comes at a time when midsized businesses are playing a greater role in the global economy. According to ADP RI, of the 16.3 million net jobs added during the last seven years, midsized businesses created 7.1 million or 44 percent of those jobs.

Making Engagement a Strategic Priority

It’s no surprise that organizations may choose to focus on compliance issues at the expense of other priorities. Yet, ignoring engagement issues is shortsighted and can lead to costly turnover. So what is a midsized business to do? The good news is that some of the most effective employee engagement initiatives don’t require dollars, they require attention. Engagement is all about motivating employees to go above and beyond, to give their discretionary effort. That comes when employees feel heard, valued and are tied to the mission of the organization.

If an employer will focus on these key areas, they can make great strides toward engaging the workforce. Conversely, if an employer misses the mark on these crucial engagement areas, it’s an excellent way to quickly lower worker satisfaction, performance and motivation.

Transparent Leadership

Creating additional layers of bureaucracy? Adding another “black box” process that the average employee can’t understand? Attempting to lead with minimal transparency will likely disengage workers, because there is no basis of trust.

More than ever, workers expect transparency in leadership. They want to feel heard and valued and know they can be trusted with information. Workers want to feel connected to their job, manager and employer. An atmosphere of mutual trust can give employees faith in leadership and help them to feel ownership in outcomes, a key component of engagement.

Growth Opportunities and Flexibility

Is your organization putting people in roles and expecting them to stay there for three years or more to “pay their dues?” If so, you’re on the track to increasing turnover and creating a negative employee experience for your team. Workers expect to be given opportunities and the tools to be successful.

Finally, creating a workplace where time sitting in a chair is more important than outcomes and performance can negatively impact engagement, especially for your best and highest-performing workers. Flexible scheduling, paid time off benefits and work-from-home opportunities can play a major role in an employee’s decision to take or leave a job.

Today business is global, hyper-connected and multigenerational. Employees really want the same thing: meaningful work and a voice in the workplace. Luckily, those things cost employers little more than putting in the time to be aware of their employees’ needs. A small price to pay for increased engagement and performance from the organization’s most precious resource.

Originally appeared on the ADP Spark blog: https://ift.tt/2LlmtE8

Article source:Ben - Here’s How An Engaged Company Outperforms Others by Nearly 150 Percent»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: We’re Only Human 38: How to Take Advantage of the Human Qualities of Work by Ben

What does it mean to be human?

With all the discussion of robots, AI, and machines at work, is there a clear delineation between what humans can do that software can’t? In today’s discussion with the inimitable Dani Johnson of Red Thread Research, Ben and Dani discuss some practical ways employers can look at weaving more human components into the work they’re doing.

Dani’s research shows that things like collaboration, storytelling, and creating a vision for the future all tie in with this innate human quality of work, but how do we take advantage of those tools to create better workplaces and performance? This meshes well with Ben’s approach in his new book, “Artificial Intelligence for HR,” and the conversation takes a fun turn as they both explore examples and ideas for how to make this practically appealing for employers. 

To learn more about Dani and Red Thread be sure to visit redthreadresearch.com

 

Article source:Ben - We’re Only Human 38: How to Take Advantage of the Human Qualities of Work»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: How Pay Transparency Affects Equality, Engagement, and More by Ben

Next week I’m heading up to Massachusetts to talk about pay transparency to a group of HR and business leaders. Of all the topics I could have spoken about, why pay transparency?

First of all, it’s becoming more and more of an issue because of legislation that prevents employers from asking about salary history. Research shows that women are less likely to ask for higher salaries and these laws are about trying to reduce negotiations so that women and men have more equal pay for equal work.

Secondly, in a workplace where trust is at a premium, all the research points to considerable links between trust, transparency, and employee/business performance. We can’t have engaged employees without trust and transparency, and employers can’t succeed without engaged, energetic employees. It’s all connected!

The Options for Transparency

Employers have a range of options when it comes to transparency. They can be transparent about:

1. Business decisions–why certain decisions are made and how they affect the workforce
2. Job opportunities–are you sharing open jobs with internal staff or hoping they don’t find out about them and try to make internal moves?
3. Compensation decisions–do workers know how decisions are made around compensation or is it a “black box” where decisions are made without any clarity or insight?

Deloitte’s research says that high-performing companies are 4.5x more likely to have a well-defined communications strategy, sharing information on pay determinants, budgets, and distribution.

The Spectrum of Transparency

The first thing that appears in your head when I say transparency around compensation might be a company like Buffer. Buffer posts its salaries on the website for the public to see. Yes, really. The company also shares radically about its business plans and other information openly. While this has worked out for the firm, it’s not something I’d recommend for everyone.

There are clear pros and cons for a fully open and transparent approach. The benefits include clear expectations, consistent compensation schedules, and difficulty to discriminate. However, the issues can include a lack of connection to performance, lack of organizational agility, and a significant difficulty to motivate/retain top performers.

Without some measure of transparency, bad things happen. For example, Lawler’s research shows that workers routinely OVERestimate the pay of their peers and subordinates and UNDERestimate the pay of their superiors. That means they are less happy with what you’re paying them!

Additionally, Helliwell and Huang’s research points out that a 10% increase in organizational trust is equal to a 36% increase in pay for workers. They want, need, and crave trust (and transparency), and it’s as important as a pay bump to get it!

Making it Stick

I have developed a five-part process called the PRESS framework that guides employers through the decisions that improve transparency.

What are your thoughts on compensation transparency? Is your organization doing a good job of this, or would you like to be doing better? 

*If you’re interested in having me speak at your conference or company on this topic please feel free to reach out to me!

Article source:Ben - How Pay Transparency Affects Equality, Engagement, and More»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: The HR Clique by Jay Kuhns, SPHR

Whoa! Wait just a second...a clique for HR? Impossible...we love everybody, you know...the employees, people...and stuff. Right?

The Gig is Up
I may be venturing onto thin ice here, but it seems to me something has changed in the HR space as the world of social, blogging, and conference mania has hit full force. 

While some have passionately reached out to embrace other members of the HR community, particularly new professionals...something else has happened. 

A club, of sorts? A group of close friends? A public sub-culture that speaks to an elite group of HR pros?

I'm not sure...

Growing Pains of HR or Arrogance?
Some professions have to go through a period of discovery before they are fully accepted by the other, more traditional professions (law, medicine, finance, engineering, etc.)

Is that what HR is doing now? Perhaps all of our seat-at-the-table whining didn't pan out the way we hoped, so we've turned to something else?

Are we trying to be too hip? Too trendy? Too awesome for our own good?

I'm puzzled friends. What's even more puzzling is the role I've played in our "growing up" process.

How About You
What do you think about the current state of our profession? 

Is it one of inclusion for all of us; or, have we somehow created our own class of elites, that makes sure to remind the others of their proper place in the hierarchy?

I honestly don't know...but...

I'd love to hear from you.

No Excuses.

pic
Article source:Jay Kuhns, SPHR - The HR Clique»

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

Guest Article: Want to Improve Your Leadership? Get Inside Your Head by Jennifer Miller

As leaders, you’re often told to that in order to stem overthinking, you need to “get out of your head.” And while it’s true that too much introspection causes either oversimplification or excessive rumination, a new leadership book suggests that you should consider what’s going on in that noggin of yours.

Want to improve your leadership? The place to start is your mind.

In “The Mind of the Leader: How to Lead Yourself, Your People, and Your Organization for Extraordinary Results,” authors Rasmus Hougaard and Jacqueline Carter offer a compelling argument: too much of the $46 billion dollars spent annually on leadership development focuses on improving the external drivers of behavior such as setting strategy, managing resources and offering incentives. This focus misses an important element in developing leaders: their mental mindset.

Hougaard and Carter argue that leadership starts with three core mental qualities — mindfulness, selflessness and compassion — that comprise “MSC Leadership.”

So, yes, the authors invite you to take up residence in your mind and get comfortable there. Leadership, it would seem, is an inside job. If that sounds a bit squishy for your taste, consider this: the book is based on findings from hundreds of research studies showing the benefits of mindfulness, selflessness and compassion for individuals, leaders and organizations. The authors also engaged leading scientists and a team of researchers to contribute and provide validation.

Moreover, the book is based on survey results from nearly 35,000 leaders from over a hundred countries, which provides the real-life examples that demonstrate how these mental qualities can help create what Hougaard and Carter call “a more human leadership and people-centered culture.”

How is it that these new-age sounding qualities are the foundation of strong leadership? Hougaard and Carter point to understanding the power of intrinsic motivation — and a leader’s ability to harness it — as the means to unleash optimal performance of their workforce.

Without a clear understanding of what motivates people, “even technically gifted and well-intentioned leaders can unknowingly create an indifferent — or even hostile — work environment,” they write. Leaders who manage their mind in a way that creates less unconscious bias will be able to see the potential of their people and therefore will foster a stronger sense of commitment with their team.

Here are three ideas offered up by Hougaard and Carter that will help you develop these important leadership traits.

1. Mindfulness is the ability to focus your attention. Start a practice of blocking at least 15 minutes out on your calendar every day that is devoted to disconnecting: no phones, emails or other distractions. Practice sitting quietly (or go for a brief walk), allowing your mind to simply be quiet.
2. Selflessness is the ability to let go of your ego and give your people the space to do what they do best. Consider what the words “being of service” mean to you. Identify one way you can better serve someone in your organization or the broader community. Note: Many times, being of service is a simple, easy act, such as sitting and listening to someone in need.
3. When you offer compassion as a leader, people feel safe and connected.  Research has shown that actually practicing compassion for a few minutes each day measurably increases your ability to feel compassion for others. To develop compassion for your colleagues, think about someone who is struggling. Sit quietly and imagine how they are feeling but do not mentally take on their burden. Instead, imagine offering them support and compassion.

Are you placing too much emphasis on the external factors that drive your leadership effectiveness? Maybe it’s time to re-evaluate your mental game. Get inside your head and decide what role mindfulness, selflessness and compassion can play in upping your leadership game.

This post originally appeared as a SmartBrief Original and is published with permission.

Article source:Jennifer Miller - Want to Improve Your Leadership? Get Inside Your Head»

Guest Article: The Calm Before the Storm… by Ben

It’s been quiet this week, because I’ve been finishing up the final round of edits on my book that comes out later this year. Yesterday I turned in what I think is the 99.99% version to the editor (you never quite get that 0.01% from what I can tell).

I’ve learned a lot in this process, and obviously there’s still some ways to go with the publishing and marketing process. What I am very surprised by is how many people are signing up to learn about the book when it comes out. Whenever someone hears there’s a book coming out I always laugh and tell them I went for the broadly appealing topic that everyone can get behind: the impact of AI technology on the HR profession. :-)

Seriously, though, for you as an HR leader, this will be a great resource. And if you like my style of writing and the stories I tell, then you’ll love the book because it’s 64,000ish words of stories, examples, and case studies about how technology is changing HR (and how it’s not).

In the next year or two, if they haven’t already, the leaders of your business will be asking you about how artificial intelligence will impact the workforce, the industry, and the business itself. I wrote this book to help you answer that question. You’ll get real insight, cut through the hype, and be able to give credible guidance to your leadership.

I’m actively booking speaking events and keynotes on the topic, in case you might be interested in hearing me tell some of the stories and give some insight into how HR can be more human, not less, through the advent of new technologies.

Above all else, I am thankful for the 10,000+ of you that follow the blog, read here on a regular basis, and support me and my family. I’ve wanted to be an author for a very long time, and I have to be honest when I say this topic isn’t the one I imagined for my first book.

My local friends and colleagues know that on top of working on this book for the last 8 months (and researching it for another year before that) I am also the President of North Alabama SHRM this year. I volunteer because I like staying plugged in and because I love the opportunity to influence and support today’s HR leaders.

However, it’s been tough trying to balance both of those activities with the needs of four kids, the day job at Lighthouse, work travel, the additional projects I’ve been leading on the development of our new certification materials, the creation of our new training courses, and more. Put simply, this has been a tough year. Now I’m planning DisruptHR in Huntsville with my good friend Kristina Minyard and we’re even trying to revive HRevolution for the first time in years.

I think I’ve learned a few things. First of all, I’m bad at balancing everything. I have recently pulled back on some activities at church in an effort to reclaim some of my time. I’m about finished with the book, which has been a MAJOR chunk of my time. I am working with my board to plan our last few NASHRM events of 2018, which is one of the most time-consuming parts of being President (it shouldn’t be one of my tasks but I love programming too much to let it go!).

The other thing I’ve learned? I always have to have a few things cooking. Another publisher has already reached out asking if I’d be open to writing a book for them. I DO need a little break in between but I’ve already committed in my head to writing another book in the next year or two. I just love sharing at a deeper level and the idea of having a physical product in hand at the end of the process is exciting for some reason.

What were you supposed to get from today’s conversation? Not sure… But hopefully you are enjoying your holiday week as well. And next time we have a Wednesday holiday, can we all agree to take off the last half of the week to celebrate? :-) Enjoy your weekend!

Article source:Ben - The Calm Before the Storm…»

Check out more of Ben Uebanks' work at Upstart HR