Who Am I ?

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How will I succeed?

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Who Am I ?

  1. 1. Who am I? & How will I succeed by Mauro “MAC” Calcano
  2. 2. About MAC Calcaño... <ul><li>I believe that lasting organizational change only happens with and through people. </li></ul>HR Leadership is a journey of Personal Accountability & Development Open & Honest High Energy & Results Orientation People Driven & Consensus Focused Strategic Business Partner
  3. 3. HR Alignment & Direction Core Beliefs Personal Accountability People Development Results Orientation Consensus Building Team Focus Competency 20 years in leadership position Formative years Big Pharma HR Operation Management Private senior level experience at Board level Multi-company HR practice Shared Values Understand the “business” Strategic HR Management Performance & Execution What gets measured gets done Culture Shift & Change Process Talented People Organizational Effectiveness Make Change Happen HR Repositioning Who am I? How will I succeed? HR Alignment Process Strategic Partnerships HR Functional Excellence Engagement & Recognition Drive for Results Define Success Criteria Create Mind-set Develop Competencies Change behavior
  4. 4. Provide HR Solutions <ul><li>Focus on Talent Acquisition and Retention Management </li></ul><ul><li>Bottom Line – work with functional leadership on staffing resources and retention plans to ensure the best talent, in the right numbers, from the right sources are attracted, acquired and inspired and managed to perform. </li></ul><ul><li>Having a Sixth sense of what is going in the Brookhaven National Laboratory world – assist with “knowledge base&quot; of were to find high caliber talent. </li></ul><ul><li>Ensure that there is a user-friendly, high quality HR programs and application which are executed well and impact productivity and long term attrition. </li></ul><ul><li>Ensure Rapid Ramp Up! – Expedite time to productivity and deliverables. </li></ul><ul><li>Assess Organization </li></ul><ul><li>One of my HR deliverables is to help others think through organization issues structure, design by using process mapping to identify what is going well and what needs to be improved. What is value added, what is useless – then MAKE IT HAPPEN to deliver best service within budget restrictions. </li></ul><ul><li>Proactively identifies labor relations issues, concerns and trends and changes in working (or perceived) condition. </li></ul><ul><li>What are the dissatisfiers or needs that could drive unrest or effect productivity. </li></ul><ul><li>Manage headcount planning due to initiatives, action plans or change in business. </li></ul><ul><li>Work with functional leaders to ensure that organization design and structures evolve to meet the growth needs of the business. </li></ul><ul><li>HR Services and Partnership </li></ul><ul><li>Provide transactional service, communication expertise as the People liaison. </li></ul><ul><li>Coordinate with and draw upon the partners to ensure needs are met. </li></ul><ul><li>Continually drive process improvement with business partners. </li></ul><ul><li>Manage Employee & Labor Relations </li></ul><ul><li>Work with employees and managers to identify and address root causes for human resources issues. </li></ul><ul><li>Address the immediate labor relations concern then work on sustainable solutions. </li></ul><ul><li>HR & Business Projects </li></ul><ul><li>Lead and participate in functional and cross-functional projects, as appropriate. </li></ul><ul><li>Facilitates and coaches on performance management. </li></ul>
  5. 5. Provide HR Solutions <ul><li>Building HR relations cross organizational lines with self directed teams by being the HR “linking-pin” between strategy and implementation. </li></ul><ul><li>Explain why and how HR can support the strategy. </li></ul><ul><li>Show HR’s return on investment to the business – more than just the “soft-side” to drive cultural change. </li></ul><ul><li>HR ROI - Successful culture implementation is driven by: </li></ul><ul><ul><li>Strategic focus and commitment </li></ul></ul><ul><ul><li>employee and operational process alignment </li></ul></ul><ul><ul><li>Balanced performance measurement system and rewards </li></ul></ul><ul><ul><li>Goals are critical rather than nice procedures to have in place. </li></ul></ul><ul><ul><li>Performance indicators (KPI) for people to measure progress. </li></ul></ul><ul><ul><li>People competencies and behavior necessary to achieve cultural change </li></ul></ul><ul><li>Drive high performance culture and accountability. </li></ul><ul><li>Talent & Retention as the “premier” driver to business success. </li></ul><ul><li>Organizational Analysis – flexible and dynamic to operational needs. </li></ul><ul><li>Design the transactional measurement: </li></ul><ul><ul><li>HR scorecard (leading, lagging, cost control and value creation measures). </li></ul></ul><ul><ul><li>Measure HR - Intangibles – Functional performance relationships. </li></ul></ul><ul><ul><li>Identify potential costs and benefits. </li></ul></ul><ul><li>Calculate the ROI of HR deliverables with high energy and sense of urgency. </li></ul><ul><li>Drive HR systems, rewards and recognition, competencies development and structure so as to provide these deliverables. </li></ul><ul><li>Communicate how an employee’s job contributes to Brookhaven National Laboratory success and their personal gain and career growth. </li></ul><ul><li>Communicate a culture of accountability and that of a learning organization. </li></ul>
  6. 6. Hands-on-HR Management & Focus <ul><li>Identify pervasive HR plans that cut across organization and support the business (i.e. review HR applications). </li></ul><ul><li>Organizational Savvy: </li></ul><ul><ul><li>Transactional focus – keep eye on process improvements. </li></ul></ul><ul><ul><li>Secure a sense for people, structure and HR organization impact on employees. </li></ul></ul><ul><ul><li>Develop comprehensive knowledge of the variety of business functions and understand functional accountability, behavior and specific functional Clinton Brookhaven National Laboratory businesses. </li></ul></ul><ul><ul><li>Show sense of urgency and accelerate learning in order to establish personal credibility. </li></ul></ul><ul><ul><li>Develop the HR plan that includes a balanced approach to human resources and transactional administration, program development, and recruiting. </li></ul></ul><ul><ul><li>What is essential for HR Director’s credibility and how to ensure Team HR is “visible” and has organization presence? </li></ul></ul><ul><ul><li>Team HR to make recommendations that address people policies and procedures, organization structure, transitions phasing and mapping of HR plans. </li></ul></ul><ul><ul><li>People Planning Teams could be instituted with representation from the various functional stakeholders to address people and organizational issues. </li></ul></ul><ul><ul><li>Communicate openly and forthright on HR plans without being defensive and being transparent and open to feedback on HR deficiencies and implement best practice approach and create practical solutions. </li></ul></ul><ul><ul><li>Advice and Counsel – Active listening. </li></ul></ul><ul><ul><li>Create awareness about the consequences of individual actions and highlight opportunities for development. </li></ul></ul><ul><ul><li>Stress a hands-on approach (People Specialists) and attention to detail and to work in a consultative manner with employee workforce. </li></ul></ul><ul><ul><li>HR Accountability – the value that drives strategy. </li></ul></ul><ul><ul><li>What gets measured gets done. </li></ul></ul>

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