Don t be a waiter take your seat the table 2


Published on

1 Like
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Don t be a waiter take your seat the table 2

  1. 1. Don’t be a Waiter…Take Your Seat at the Table! Michael Brady, M.Ed., SPHR Director of Human Resources
  2. 2. Don’t Be a Waiter ….. <ul><li>CHANGE </li></ul>
  3. 3. Don’t Be a Waiter…. <ul><li>Not just what’s in your pocket or purse </li></ul><ul><li>We must stop acting like the old “personnel departments” of the past and we must stop being afraid of CHANGE </li></ul><ul><li>HR Management is more than just performing high class clerical duties – it is being involved and it is taking control of your department and your function </li></ul><ul><li>A waiter will just maintain the same ole’ same ole’ </li></ul><ul><li>Sit at the table … take your job seriously… act like the manager that you WANT to be and become the leader that you NEED to be </li></ul><ul><li>Remember… Business = Money!! </li></ul>
  4. 4. Don’t Be a Waiter … <ul><li>“ You can rule by divine right, or you can create and be a leader, promote an atmosphere of learning, creativity, and positive energy. That kind of thinking brings gratification and high morale” </li></ul><ul><li>Mary Ellen Hiatt </li></ul><ul><li>Southern Home Furniture </li></ul>
  5. 5. Don’t Be a Waiter ….. <ul><li>CHANGE Its time to embrace, accept, and be a part </li></ul>
  6. 6. Sit at the Table!! <ul><li>“ A leader has got to show their troops the route of the march and the destination” </li></ul><ul><li>Frank Pacetta </li></ul><ul><li>XEROX Sales Manager </li></ul>
  7. 7. Sit at the Table! <ul><li>We must be sure that we are COMMITTED to the organization’s core purpose and objectives and we must also ensure that we line our people up behind us. </li></ul><ul><li>Those at the table, all of them, are committed to the company and enlist their subordinates to the cause </li></ul><ul><li>The table is NO place for a pencil pusher or a paper shuffler. It is a place of decision and action. </li></ul><ul><li>Take your seat by earning it and by showing that you deserve to be there and that HR can make a difference </li></ul>
  8. 8. Sit at the Table! <ul><li>Do you have a mission statement for your HR Department? Does your HR Department have business objectives? </li></ul><ul><li>Or does your department just exist to process paper and just service the needs of others? </li></ul><ul><li>YOU are the one that can make the transition and change the persona of Human Resources in your place of work. </li></ul><ul><li>Your seat is there …. You must step up and take ownership of it </li></ul>
  9. 9. KNIGHT HR Mission Statement <ul><li>It is the mission of the Human Resources Department to make KNIGHT and its operating companies an outstanding place to work by maintaining the highest of standards in excellence, leadership and integrity. </li></ul><ul><li>We will meet and serve the needs of people through effective use of time and resources, by being fair and consistent, and by treating everyone with respect, thereby making it a place where people truly make the difference. </li></ul>
  10. 10. Take your seat ….. <ul><li>Six Steps to Building a Profit Center </li></ul>
  11. 11. Six Steps to Building a Profit Center <ul><li>1) Identify and analyze business problems from a profit-oriented, not just service-oriented, point of view </li></ul><ul><ul><li>This could be a problem with productivity, turnover, managerial effectiveness, sales, or any other issue that every business must successfully handle in order to be more profitable </li></ul></ul><ul><ul><li>This problem must be clearly stated and clearly understood </li></ul></ul>
  12. 12. Six Steps to Building a Profit Center <ul><li>2) Cost of Business Problem </li></ul><ul><ul><li>It is not just important to identify the problem and not do anything about it </li></ul></ul><ul><ul><li>We must determine how much the problem will cost or what it is costing at present </li></ul></ul><ul><ul><li>This will allow you to measure the cost-effectiveness of the solution </li></ul></ul>
  13. 13. Six Steps to Building a Profit Center <ul><li>3) Solution to the Business Problem </li></ul><ul><ul><li>What specific HR oriented solution could overcome the problem? </li></ul></ul><ul><ul><ul><li>Ex: Productivity is the problem </li></ul></ul></ul><ul><ul><ul><ul><li>Possible solutions </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Better selection methods </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Incentive pay systems </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Attitude surveys </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Suggestion boxes </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Teambuilding </li></ul></ul></ul></ul></ul>
  14. 14. Six Steps to Building a Profit Center <ul><li>4) Cost of the Solution </li></ul><ul><ul><li>Simple cost accounting to determine what dollars it will take to implement the solution </li></ul></ul><ul><ul><li>Important check at this point – does the solution cost less than the problem?? </li></ul></ul>
  15. 15. Basic Cost Accounting <ul><li>Jot down each possible expense or benefit </li></ul><ul><li>Calculate the dollars associated with each expense or benefit </li></ul><ul><ul><li>Take as many costs and benefits into account as possible – this will help provide the measure of how effective the endeavor has been </li></ul></ul><ul><li>Use conservative figures </li></ul><ul><ul><li>This will help a cynical executive admit that the HR dept efforts did indeed improve profitability </li></ul></ul><ul><li>Keep it simple – do not create a mountain of paperwork to carry out the solution! </li></ul><ul><ul><li>Remember … we are trying NOT to be the stereotypical HR department regarded already as paper pushers! </li></ul></ul><ul><ul><li>Get measurable results without the stigma </li></ul></ul>
  16. 16. Six Steps to Building a Profit Center <ul><li>5) Improvement Benefits from the Solution </li></ul><ul><ul><li>This should show the improvement value from the solution </li></ul></ul><ul><ul><ul><li>I.E., sales go up, costs go down, absenteeism reduced, etc. </li></ul></ul></ul><ul><ul><li>This dollar improvement amount should be more than the cost of the problem and the cost of the solution </li></ul></ul><ul><ul><li>If the cost is more than the above, the solution was/is not worthwhile from a cost-benefit standpoint </li></ul></ul>
  17. 17. Six Steps to Building a Profit Center <ul><li>6) Cost-Benefit Ratio </li></ul><ul><ul><li>Proves the bottom line measure of how successful the solution was </li></ul></ul><ul><ul><li>Similar to a ROI </li></ul></ul><ul><ul><li>Tells us how much money was earned compared to how much was spent </li></ul></ul><ul><ul><ul><li>Ex: If a $100,000 improvement resulted from a $10,000 solution the cost-benefit ratio was 10:1 </li></ul></ul></ul><ul><ul><ul><li>For every one dollar spent on the solution, $10 was reaped in benefits </li></ul></ul></ul>
  18. 18. Sit at the table …. <ul><li>The Five Elements of Business </li></ul>
  19. 19. The Five Elements of Business <ul><li>1) CASH IS KING! </li></ul><ul><ul><li>The oxygen supply of any company and allows you to stay in business </li></ul></ul><ul><ul><li>Cash Generation </li></ul></ul><ul><ul><ul><li>Or cash flow is the difference between cash that flows into the business and the cash that flows out of the business in a given time period. </li></ul></ul></ul><ul><ul><li>How can HR impact cash flow in your company? </li></ul></ul><ul><ul><li>What single action can you commit to, to positively impact cash flow in your company? </li></ul></ul>
  20. 20. The Five Elements of Business <ul><li>2) MARGIN </li></ul><ul><ul><li>What is left over after expenses are paid </li></ul></ul><ul><ul><li>Can be dollars or a % </li></ul></ul><ul><ul><li>Most common are gross and net </li></ul></ul><ul><ul><ul><li>Gross margin deducts costs of goods sold </li></ul></ul></ul><ul><ul><ul><li>Net margin deducts all expenses </li></ul></ul></ul><ul><ul><li>How do you improve Margin? </li></ul></ul><ul><ul><ul><li>Increase the price or decrease the cost on a single product or service </li></ul></ul></ul><ul><ul><ul><li>Increase sales or decrease expenses to improve company margins </li></ul></ul></ul><ul><ul><li>How can HR affect margin in your company? </li></ul></ul><ul><ul><li>What action are you committed to, to increase margin? </li></ul></ul>
  21. 21. The Five Elements of Business <ul><li>3) VELOCITY </li></ul><ul><ul><li>Means speed – decreasing cycle time and improve employee productivity </li></ul></ul><ul><ul><li>How fast and how hard can you make your assets work to make more money </li></ul></ul><ul><ul><li>The more increase in an asset’s ability to make money, the higher the velocity </li></ul></ul><ul><li>Improve Velocity in two ways </li></ul><ul><ul><li>Decrease the amount of assets used to get results </li></ul></ul><ul><ul><li>Improve the results you get from assets </li></ul></ul><ul><li>How does HR impact velocity in your company? </li></ul><ul><li>What action can you commit to, to increase velocity? </li></ul>
  22. 22. The Five Elements of Business <ul><li>4) Growth </li></ul><ul><ul><li>Measured in three ways </li></ul></ul><ul><ul><ul><li>Top-line (sales) </li></ul></ul></ul><ul><ul><ul><li>Bottom-line (profit) </li></ul></ul></ul><ul><ul><ul><li>Earnings per Share </li></ul></ul></ul><ul><ul><li>Types </li></ul></ul><ul><ul><ul><li>Organic – growth that comes from existing business </li></ul></ul></ul><ul><ul><ul><li>In-organic – from mergers and acquisition </li></ul></ul></ul><ul><ul><li>No growth = lagging behind in the business world </li></ul></ul>
  23. 23. The Five Elements of Business <ul><li>Growth </li></ul><ul><ul><li>If your company is not growing .. You will be overtaken by competition </li></ul></ul><ul><ul><li>Forces a company to change and to anticipate customer needs, as well as to look for new opportunities </li></ul></ul><ul><li>How does HR affect growth in your company? </li></ul><ul><li>What action are you committed to, to impact growth? </li></ul>
  24. 24. The Five Elements of Business <ul><li>5) Customers </li></ul><ul><ul><li>End user of your product or service </li></ul></ul><ul><ul><li>Can be another company or individual </li></ul></ul><ul><ul><li>Could also be internal customer </li></ul></ul><ul><ul><li>We must know our customer’s every move in preference, emotion, and action. </li></ul></ul><ul><ul><li>We have to anticipate them or lead them in all areas </li></ul></ul><ul><ul><li>How does HR anticipate customer’s needs in your company? </li></ul></ul><ul><ul><li>What action are you committed to, to better anticipate customer’s needs and expectations? </li></ul></ul>
  25. 25. The Five Elements of Business <ul><li>Without customer’s trust, the rest doesn’t matter </li></ul>
  26. 26. What do you know about your company? <ul><li>Understand Your Company </li></ul><ul><ul><li>How much cash is on hand? </li></ul></ul><ul><ul><li>How much cash is generated from operating activities? </li></ul></ul><ul><ul><li>What is the net income? </li></ul></ul><ul><ul><li>What is the net profit margin? </li></ul></ul><ul><ul><li>How is that margin compared to competitors? </li></ul></ul><ul><ul><li>What are your company’s sales during last year? </li></ul></ul><ul><ul><li>Is the company growing? </li></ul></ul><ul><ul><li>What is your inventory turnover? </li></ul></ul><ul><ul><li>What is your company’s ROI? </li></ul></ul><ul><ul><li>Is your cash generation increasing or decreasing? </li></ul></ul><ul><ul><li>Are you gaining or loosing to competition? </li></ul></ul><ul><li>This is the language of TOTAL BUSINESS </li></ul>
  27. 27. Understanding Your Company <ul><li>Annual Reports/Financial Statements </li></ul><ul><ul><li>Do you know where they are? </li></ul></ul><ul><ul><li>Can you read them? </li></ul></ul><ul><ul><li>Can you interpret and explain them? </li></ul></ul><ul><ul><li>Does it look like  </li></ul></ul>
  28. 28. Annual Report <ul><li>Statement of Income </li></ul><ul><ul><li>P&L, Statement of Operations, Statement of Earnings </li></ul></ul><ul><ul><li>Indicates profitability </li></ul></ul><ul><li>Balance Sheet </li></ul><ul><ul><li>Statement of Financial Condition or Position </li></ul></ul><ul><ul><li>Indicates Financial Strength </li></ul></ul><ul><li>Statement of Cash Flow </li></ul><ul><ul><li>Details Cash flow between the business and the outside world </li></ul></ul><ul><ul><li>Indicates CASH sources and uses </li></ul></ul>
  29. 29. Know where HR Belongs … <ul><li>Where does Human Resources fit in the total business picture in your company? Do you know? </li></ul><ul><ul><li>“ Step back and get a total picture of business. As you cut through the complexity, you will get a clear fix on what is happening in the real world” </li></ul></ul><ul><ul><ul><li>Ram Charan </li></ul></ul></ul>
  30. 30. Growing People <ul><li>The right person in the right job </li></ul><ul><li>Dealing with mismatches </li></ul><ul><ul><li>Are you afraid of making or recommending changes? Why? </li></ul></ul><ul><li>Coaching </li></ul><ul><ul><li>For success </li></ul></ul><ul><ul><li>For business </li></ul></ul><ul><ul><li>For behavior </li></ul></ul><ul><li>We must help people expand their abilities and synchronize their work efforts </li></ul>
  31. 31. Be a Leader … Build Relationships <ul><li>Become a leader in your business </li></ul><ul><ul><li>Focus your department efforts on being a leader of people. </li></ul></ul><ul><ul><li>Make decisions … right or wrong … make a decision! </li></ul></ul><ul><ul><li>Find the right people for the right job and take personal responsibility for developing their skills and focusing their energy </li></ul></ul><ul><ul><ul><li>Why is it that no one ever flunks a company training program?? </li></ul></ul></ul><ul><ul><li>Be a conduit for linking people’s effort to business priorities </li></ul></ul><ul><ul><li>BUILD THE TEAM that will support and run the company </li></ul></ul><ul><ul><li>Be a part of the BUSINESS that is your business </li></ul></ul>
  32. 32. Be a Leader … Build Relationships <ul><li>Maximize every employee’s level of contribution </li></ul><ul><ul><li>Treat them with the same way a hospital treats its doctors, the airline treats its pilots, and a law firm treats its attorneys … as professionals </li></ul></ul><ul><li>Success in any given employee might just hinge on whether or not you know their name and whether or not they are treated as if you care about them and that they have the talent needed to be successful </li></ul><ul><li>Positive people success and positive relationships will ensure your seat at the Table … they will equate with YOUR success! </li></ul><ul><li>“ Relationships are the glue to which hold teams together” </li></ul><ul><li>John Maxwell </li></ul>
  33. 33. Grow Relationships with People <ul><li>“ What really distinguishes trusting relationships from distrusting ones is the ability of those involved to make a leap of faith…they must believe that each is interested and committed to the other’s welfare, and that neither will act without first considering the other” …. Contented Cows give Better Milk </li></ul><ul><li>Richard Hadden </li></ul>
  34. 34. Grow Relationships with People <ul><li>A Brief Lesson in Human Relations </li></ul>
  35. 36. Grow Relationships with People <ul><li>The Least Important Word: I </li></ul><ul><li>The Most Important Word: We </li></ul><ul><li>The Two Most Important Words: Thank you </li></ul><ul><li>The Three Most Important Words: All is forgiven </li></ul><ul><li>The Four Most Important Words: What is YOUR opinion? </li></ul><ul><li>The Five Most Important Words: You did a great job! </li></ul><ul><li>The Six Most Important Words: I want to understand you better </li></ul>
  36. 37. Grow Relationships with People <ul><li>Take these to heart … everything we do relates to words and our choice of them. </li></ul><ul><li>Put them together in the proper way and we can reach out not only to each other, but to our employees. </li></ul><ul><li>Use these as priorities in dealing with others and it will allow us to see things from the OTHER side. </li></ul><ul><li>The key to growing relationships lies in these words … we are all human beings and we all want to be treated as such </li></ul>
  37. 38. Grow Relationships with People <ul><li>“ Sincerity is the most important part of positive treatment. The only thing worse than a coach or CEO who doesn’t care about his people is one who pretends to care. People can spot a phony every time. They know he doesn’t care about them, and worse, his act insults their intelligence” </li></ul><ul><li>Jimmy Johnson </li></ul>
  38. 39. Let Your Principles Be Your Guide <ul><li>“ A people that values its privileges above its principles soon looses both” </li></ul><ul><ul><ul><ul><ul><li>Dwight D. Eisenhower </li></ul></ul></ul></ul></ul>
  39. 40. To Certify or Not to Certify? <ul><li>GET CERTIFIED!!! </li></ul><ul><ul><li>If you do not take the time to earn your PHR/SPHR/GPHR then why should you get a seat at the table? </li></ul></ul><ul><ul><li>Seats at the table are earned through hard work and measured success </li></ul></ul><ul><ul><li>Certification is a true indication of YOUR hard work and a measure of YOUR success </li></ul></ul><ul><ul><li>PROFESSIONAL or SENIOR PROFESSIONAL designations speak volumes in our profession </li></ul></ul>
  40. 41. To Certify or Not to Certify? <ul><li> to register for exam </li></ul><ul><li>Testing windows in the Fall and Spring </li></ul><ul><li>SHRM Learning System </li></ul><ul><ul><li>Costly </li></ul></ul><ul><ul><li>No guarantee of passing </li></ul></ul><ul><li>Human Resources Certification Preparation (HRCP) </li></ul><ul><ul><li> </li></ul></ul><ul><ul><li>Super resource, especially the flash cards </li></ul></ul><ul><ul><li>affordable </li></ul></ul>
  41. 42. HAVE FUN! <ul><li>Choose your attitude … </li></ul><ul><ul><li>you must provide the contagious good attitude and help it flourish </li></ul></ul><ul><li>Be there for your people </li></ul><ul><ul><li>Stay involved and give good feedback </li></ul></ul><ul><li>Commit yourself to helping others succeed </li></ul><ul><ul><li>Make their day as fun as yours … it works! </li></ul></ul><ul><li>“ If its to be … its up to ME!” </li></ul><ul><ul><ul><ul><ul><li>Dr. Tim Lautenheizer </li></ul></ul></ul></ul></ul>
  42. 43. Tomorrow and Beyond … <ul><li>What are you going to do differently tomorrow? </li></ul><ul><li>Are you going to do anything differently tomorrow? </li></ul><ul><li>What actions did you commit to during this presentation? </li></ul><ul><li>What is going to be your first move? </li></ul><ul><li>Talk to your partner and exchange e mail and phone numbers … commit to a specific date to get back together and review what you did to make an impact. </li></ul><ul><li>Don’t back away from the challenge … pick three or four items to focus on and go beyond the normal HR department and build a department that can execute business priorities and watch you career and your department take off! </li></ul>
  43. 44. Final Thoughts <ul><li>“ Do or do not … There is NO TRY” </li></ul><ul><li>Yoda </li></ul><ul><li>“ Blessed are the flexible for they shall not be bent out of shape” </li></ul><ul><li>Michael McGruff </li></ul>
  44. 45. Don’t Be a Waiter ….. <ul><li>CHANGE Its time to embrace, accept, and be a part </li></ul>
  45. 46. Change …. Just a Mindset …..
  46. 47. Questions <ul><li>Michael Brady, M.Ed., SPHR </li></ul><ul><li>Director of Human Resources </li></ul><ul><li>[email_address] </li></ul><ul><li>“ When someone shares with you something of value, you have an obligation to share it” Ancient Chinese Proverb </li></ul>
  47. 48. References <ul><li>Charan, Ram. “What the CEO Wants You to Know”. 2001 </li></ul><ul><li>Merecer, Michael. “Turning Your HR Department into a Profit Center”. 2002 </li></ul><ul><li>Hadden, Richard. “Contented Cows Give Better Milk”. 2001 </li></ul>