Mcintyre - Mastering employee relations

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MASTERING EMPLOYEE RELATIONS
RESULTS IN
A SUPERIOR ORGANIZATION

Gene McIntyre, JD

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Mcintyre - Mastering employee relations

  1. 1. 1<br />MASTERING EMPLOYEE RELATIONS <br />RESULTS IN <br />A SUPERIOR ORGANIZATION<br />Gene McIntyre, JDHRStrategic Consultant & Business Partner<br />August 2011<br />
  2. 2. Mastering Employee Relations = Superior Organizations<br />STRATEGIC BUSINESS PARTNER<br />HR CONSULTANT<br />PERSONNEL MANAGERS<br />REGULATORY/POLICING<br />The Evolution of the HR Profession<br />RECORD KEEPER/PROCESSING<br />CENTER<br />PAYROLL PROCESSORS<br />
  3. 3. 3<br />Mastering Employee Relations = Superior Organizations<br />Where does the HR Consultant concept come from?<br /><ul><li>Birthed as a reaction against the HR police paradigm
  4. 4. Strong emphasis on partnership rather than policing
  5. 5. Record keeping, auditing & processes become tools rather than goals of departments
  6. 6. Emphasis in Policy Development/Implementation & Training
  7. 7. Emphasis on Family and Employee Friendly policies
  8. 8. Required:
  9. 9. Development of teams of HR generalists/technicians
  10. 10. HR Analysts with the ability to learn, understand </li></ul> and interpret the law<br /><ul><li>Strong interpersonal, administration & presentation skills
  11. 11. Ability to “seat at the table”/speak the business lingo”</li></ul>Gene McIntyre, JD August 2011 Copyrighted<br />
  12. 12. 4<br />Mastering Employee Relations = Superior Organizations<br />The Ultimate Evolution – The HR Strategist or Business Partner:<br /><ul><li>Reaction as a result of HR as a cost center/non-revenue generator
  13. 13. Strong emphasis on business understanding - P&L
  14. 14. All HR Services still indispensable, but a given
  15. 15. HR expected to have impact on business performance (add value)
  16. 16. Relied upon to reduce cost
  17. 17. HR serves as advisor/trainers to leadership
  18. 18. Required:
  19. 19. Technicians/generalists do day-to-day
  20. 20. Interpersonal/communication skills & political savvy are a must for the consultant
  21. 21. Ability to understand the business & foresee needs
  22. 22. Seats at the table with operational leaders & participates in strategic planning & budgeting
  23. 23. Understands profit & loss business factors</li></ul>Gene McIntyre, JD August 2011 Copyrighted<br />
  24. 24. 5<br />Mastering Employee Relations = Superior Organizations<br />The Personal Commitment of the HR Strategist:<br /><ul><li>Become a master in team member & human relations
  25. 25. Develop business political savvy
  26. 26. Establish a long-term commitment to learn your employer's business
  27. 27. Understand profit & loss & budgeting processes
  28. 28. Invest in your training and professional development
  29. 29. Stay familiar with current and upcoming trends & legislation
  30. 30. Actively participate withprofessional associations & network
  31. 31. Leave behind the old HR paradigm
  32. 32. Read and stay abreast on human capital matters; e.g.:
  33. 33. Emotional intelligence
  34. 34. Human Psychology and Behavioral Patterns
  35. 35. Benchmarking
  36. 36. HR-related case law</li></ul>Gene McIntyre, JD August 2011 Copyrighted<br />
  37. 37. 6<br />Mastering Employee Relations = Superior Organizations<br />As an HR strategist you will be expected to improve your employer's business performance by:<br /><ul><li>Anticipating human resource needs
  38. 38. Planning and executing workforce strategies
  39. 39. Monitoring & upgrading the quality of the workforce
  40. 40. Revamping organizational structures per business needs
  41. 41. Avoiding litigation
  42. 42. Resolving conflict
  43. 43. Eliminating unnecessary cost
  44. 44. Approaching your responsibilities from a programmatic rather than a reactionary perspective (systems thinking)</li></ul>Gene McIntyre, JD August 2011 Copyrighted<br />
  45. 45. 7<br />Mastering Employee Relations = Superior Organizations<br />How would you answer the following questions:<br />What percentage of your time do you spend resolving issues?<br />What percentage of your time to you spend developing and executing strategy to prevent issues from happening?<br />Are your employee relations managing you or are you managing your employee relations?<br />How do you go from managing to mastering? <br />Gene McIntyre, JD August 2011 Copyrighted<br />
  46. 46. 8<br />Mastering Employee Relations = Superior Organizations<br />Systems Thinking – Managing Employee Relations<br />Events - What we experience on a day-to-day basis<br /><ul><li>A team member walks off the job because she does not feel her job is appreciated.
  47. 47. You lost another administrative assistant to the same manager.
  48. 48. You received an EEOC complaint for harassment in the workplace.
  49. 49. Loss Prevention notifies you that a team member got caught stealing. You need to terminate employment.</li></ul>Gene McIntyre, JD August2011 Copyrighted<br />
  50. 50. 9<br />Mastering Employee Relations = Superior Organizations<br />Systems Thinking – Managing Employee Relations<br />Patterns – A sequence of events that repeats itself as a result of systemic conditions<br /><ul><li>Your organization is focused on generating revenue & spends little to no time in recognition.
  51. 51. Manager C has been in the organization for years and his temper outbursts are legendary. It takes a trooper to last in his department.
  52. 52. Your managers are super stars when it comes to their technical and sales abilities, but most are fairly new to leadership and do not command Title VII, harassment, discrimination or other critical HR topics.
  53. 53. Due to the nature of the business, employees in this retail environment spend hours unsupervised. Theft is rampant.</li></ul>Gene McIntyre, JD August2011 Copyrighted<br />
  54. 54. 10<br />Mastering Employee Relations = Superior Organizations<br />Systems Thinking – Managing Employee Relations<br />Systemic Structure – Any manner in which you can affect events or patterns on a sustained, basis; affecting the root cause, rather than the apparent event.<br /><ul><li>You develop a formal recognition process, including rewards for those rewarding & showing appreciation for their team.
  55. 55. You make an appointment to meet with the manager whose department has a high turnover of administrative assistants to assess whether he understands the reasons. You follow up with suggestions.
  56. 56. You research sources of diversity and/or harassment training and establish a calendar to deliver such training throughout the organization to managers and non-supervisory employees alike.
  57. 57. You initiate a conversation between loss prevention, operation leaders and HR to assess strategies to stop theft.</li></ul>Gene McIntyre, JD August2011 Copyrighted<br />
  58. 58. 11<br />Mastering Employee Relations = Superior Organizations <br />The Three perspectives that will establish the difference between the HR reactionary versus the HR strategist<br /><ul><li>Events perspective – Reactive action to correct a problem by finding out who is responsible or the causes of the specific issue. Quick fix.
  59. 59. Patterns perspective – Adaptive action- you are not trying to fix a problem necessarily. You assume that this pattern is unavoidable or one that the business is willing to deal with, so you adapt your practice and business to it.
  60. 60. Systemic structure perspective – Creative Action – you modify the system – the structures, circumstances and agents that have a direct impact on events.</li></ul>A great start to transform your organization or business - Start with the modification of your own perspective!<br />Gene McIntyre, JD August 2011 Copyrighted<br />
  61. 61. 12<br />Mastering Employee Relations = Superior Organizations <br />Self Assessment – What kind of Firefighter are You?<br /><ul><li>Events perspective – Are you the one putting out fires?
  62. 62. Patterns perspective – What is your priority - learning how </li></ul>to put out fires or preventing them? Is crisis mode your<br />mode? Do you believe your employee relation challenges<br />can be addressed in advance or not?<br /><ul><li>Systemic structure perspective – Are you taking the time</li></ul> to look at every problem and analyze its root cause so you<br /> are not fixing it again in a couple of months? Are you working<br /> on developing a more systematic approach to problem solving?<br />Gene McIntyre, JD August 2011 Copyrighted<br />
  63. 63. 13<br />Mastering Employee Relations = Superior Organizations <br />Are you adding value to your current business?<br />To your employer?<br />Adding Value – Mastering rather than being Mastered by Employee Relations is the Name of the game for any serious HR Strategist.<br />Gene McIntyre, JD August 2011 Copyrighted<br />

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