JoAnn R. Corley | Global Advocate to Humanize the Workplace | A Top HR & Management Influencer

Why HR Should Be Leading the Way in Social Leadership

2018-01-30T13:59:00.000-05:00

I had a big "ah-ha" recently that compels me to write this post. I'll start with the light bulb thought.

HR professionals have substantial opportunities to generate enhanced value, that can significantly impact their careers and companies in ways they may not be aware.

Ok, that may not sound very profound and some reading may say, "Yeah, yeah we already know that." But it became an important "ah-ha" after experiencing a series of recent events that punched up this point. (By the way this is an example of the process and result of creative thinking).

Event #1: Earlier this year, I was interviewed by Ben Slater of Beamery on the topic of recruiting as marketing - Recruitment Marketing: Important or Illusion? The Complete Expert Review. Seeing some human resource activities as marketing activities is a useful and evolving trend. Approaching it that way, I believe is very helpful in achieving better results.

Key thought: HR professionals are marketers

Event #2: I was asked to conduct a series of webinars underwritten by the fabulous card company MOO regarding employee advocacy, which I referenced in a previous post - Need A Fresh Approach to Employee Engagement? Conducted for SHRM, that webinar was created through the lens of enhancing the role of HR and titled, The New Face of HR: Are You Ready for Employee Advocacy?.

The 2nd webinar on employee advocacy, delivered for HR.com, was from the point of view employee engagement.

If you're not familiar with employee advocacy, it is employees championing their company's product or service with their authentic voice through social media.

Key thought: HR professionals can impact marketing and elements of marketing such as branding though employee advocacy.

Event #3: I participate in a weekly Tweetchat conducted by the great guys from Switch & Shift, Shawn Murphy and Mark Babitt called Social Leader (#SocialLeader). Last night we were talking about how to get key leaders in an organization to become more social and see the advantages of doing so. This is where I chimed in, "This is where HR can play a meaningful role!"

...and that's the moment when all the dots connected and this surge of conviction welled up in me...

Key thought: HR professionals need to be leading the way in being Social Leaders. We need to be skilled and expert at knowing its value and use.

For all the reasons presented in the webinars and interview, it's a logical, important conclusion.

One final connecting piece. I am part of the IBM Influencer-Futurist program representing talent management in the New Way to Work category (#Newwaytowork). We look at and for trends that impact workplaces now and into the future, all of which directly impacts human resources. Social media is definitely one and yet many are still resistant to. It is the key thread through all the themes referenced above.

HR professionals as social leaders really is a "new way to work."

Tweet: HR professionals as social leaders really is a "new way to work." http://ctt.ec/504XW+

As a fellow colleague, I encourage you to give thoughtful consideration to what this means for you. I recommend the following action items as well as taking the time to answer the questions.

> Check out the replays of the webinars.

> Study up on the themes presented.

> What does your LinkedIn account look like--appropriately representative of you and your company?

> Are you sharing your expertise?

> What does your digital footprint look like?

> What does it say about you as a social leader?

> What are the collective advantages of being, becoming one?

> In fact, do you need and want to become one?

My answer -- it is to your professional advantage to say, "Yes!"

The New Definition of CEO: Chief Emotional Officer - Are You One?

2018-01-29T13:33:00.000-05:00

Curator Comments: As an HR professional and one who teaches and works with EQ (emotional intelligence) in the workplace, I wanted to share this article. I love the reframe of CEO. I believe in HR, this is truly true of us. If emotional intelligence is not part of your training and development portfolio - please add it. I've concluded - much of what goes wrong behavioral in leading, managing, and counterproductive employee behavior, can be tied to EQ. I know there are many who would appreciate this read, so please share.

The article is by Darren Hardy of Success Magazine; source link is provided below

Becoming The (True) CEO of Your Company

For your business to perform well, your people have to perform well. For your people to perform well, they have to feel well.

The critical factor determining the health, vigor and future of your company is the health, vigor and emotional state of the people in your company or on your team. Period.

As the leader, you are the CEO of your team: the Chief Emotional Officer. And that is your key role as the leader.

So to be a better CEO, let me suggest a three-step action plan to help point you in the right direction.

Number ONE—Identify.

Identify the CURRENT emotional state of your team.

In an interview with corporate change agent Roxanne Emmerich, she suggested to start by listening to the conversations of your team. Are they more focused on constraints, complaints and why something can’t be done or what’s wrong… or is their conversation hopeful, inspired, excited, supportive, encouraging of others and ambitious?

Get a read on your team and rate the current emotional state on a scale of 1 to 10, 10 being the best.

Now, Number TWO—Redirect.

Start redirecting the conversation by asking great questions.

Chairman of Joie de Vivre (owner of 30 hotels) Chip Conley said to me, “Managers try to find answers, but leaders ask great questions.” Redirect the conversation through a series of questions and then LISTEN. As Chip said, the higher you go up in an organization the better listener you become. Put more directly, the more you listen the higher up in the organization you will go.

Ask smart and positively leading questions of your team and listen.

And Finally, Number THREE—Lead.

Be the example.

You didn’t think for a second that you wouldn’t have to do the hard work yourself, did you? As the leader you are always the one who has to do first what you want done, or be what you want others to become. As Chip put it, “You need to understand the ‘ripple effect’ in your company and be mindful of your actions. You are the emotional thermostat for the group you lead.”

So write down the emotional state you want your team to be in. Make a list. Is it “positive, excited, inspired, courageous, hopeful, confident”? Whatever—make your list. Then rate yourself on each emotion. On a scale of 1 to 10, what is your emotional state with each of your desired emotions and how well have you been displaying and modeling those emotions to your team? Go ahead, rate yourself. You might discover WHY your team feels the way they do… they have been mirroring, responding or reacting to your attitudes.

Now, decide how you will increase your rating with each emotion to get as close to a 10 as possible, and ways you can demonstrate those emotions to your team.

Imagine for a moment if your team possessed all the emotions you wrote down… think how unstoppable you’d all be! Think of the difference you could make in the world by bringing your valuable service to the marketplace. That’s what I want for you… that’s what I want in results for the world because of it.

So I encourage you to go through this process. It most certainly could be transformational—for you, for everyone on your team and everyone you will all touch together.

I’d love to hear how it goes; please let me know.

Source link: http://darrenhardy.success.com/2012/09/becoming-the-true-ceo-of-your-company/

Learn more about EQ: I have a resource page that even includes EQ related interview questions. If you need to bring an EQ seminar to your organization. You'll find information about that also.

Click here to learn more about EQ

Helicopter Parents Impede Professional Growth & Hiring Possibilities

2013-08-07T10:12:00.001-04:00

Permission: Howard McWilliam
http://www.mcbill.plus.com
Thanks Howard - perfect illustration!

I'm not going to make any assumptions as I start this post. Have you ever heard of a 'helicopter parent"? If not, here's what it is -- it's a parent who attempts to run a child's life into adulthood. In their sincere desire to help, they do not give their children a chance to "do on their own".

Why am I writing about this? Because the helicopter behavior has begun substantially spilling over into professional activities such as job searches, interviews and performance reviews to name a few.

As I've traveled across the country conducting professional development seminars, I have heard many a helicopter story from HR professionals -- some to the point of absurdity! So how do you as an HR professional handle it? Do you have any policies or philosophies in place?

I was interviewed on this topic, the results of which appeared in 2 different HR publications. I am posting the main link first because it has many comments.

If you know of one - please share this article and ask them to pay particular attention to the subsequent comments! They need to know!

Main link: Site - HR Hero - http://www.hrhero.com/hl/articles/2012/07/26/helicopter-parents-of-young-employees-soaring-into-the-workplace/

It also appeared on Human Resources Journal
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Twitter: @joanncorley | Named to Top 100 Most Social HR Experts on Twitter - Huffington Post
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Is Your HR Position Going The Way of the Dinosaur?

2013-05-02T07:30:00.000-04:00

Curated Post

The HR Department of 2020: 6 Bold Predictions

The HR Department of 2020: 6 Bold Predictions

Erin Osterhaus

Category: General HR

The human resources department will disappear in a matter of years. All HR functions will be taken over by software or outsourced. At least that’s what some are saying.

They’re wrong.

Rather than spell the end of the human resources function, the experts predict these changes will provide new opportunities for HR professionals to grow. Software Advice, a firm that writes reviews and buyer’s guides for HR software, interviewed nine industry analysts and practitioners to better understand what will change and why, as well as find out how HR professionals can prepare. Below is a brief summary. For the full article, click here.

Prediction 1: In-house HR will downsize and outsourcing will increase.

This prediction may seem somewhat, well, predictable. But the reasons our experts give for the change might surprise you: new technologies and increased employee participation in HR processes.

Prediction 2: Strategic thinking will become in-house HR’s new core competence.

The leaner version of HR that remains will need to reposition itself as a strategic partner within the business. Over half the experts interviewed mentioned that HR needs to increase its strategic value to the business--or else.

Prediction 3: The pendulum will swing back to the specialist.

The experts observe a cyclical shift in the HR field. Every few years practitioners fluctuate between the the independent specialists to the generalist practitioner. Recently generalists have been in demand, but the pendulum might be swinging back toward the specialist.

Prediction 4: HR will increasingly utilize analytics and big data to augment its value to the firm.

In-house HR professionals will need to embrace analytics and “big data” to become strategic leaders in their companies, while new hires might be needed in the HR department to accommodate the increased use of analytics.

Prediction 5: Managing a remote workforce will be the new norm.

Recent moves by companies like Yahoo and Best Buy to end their remote work programs are the exception, not the new normal. Without a doubt, HR will increasingly have to tackle the challenge of managing a remote workforce.

Prediction 6: HR will need to become more like Marketing.

As the war for talent continues, recruiters and the broader HR department will need to adopt tactics that have traditionally belonged in the marketing field. HR will become the new brand ambassadors to external talent.

Preparing for 2020

What can current HR professionals begin doing now to prepare for these predicted changes? The experts all endorse one tactic: keep learning. Risk-taking and networking will help, too.

BIOGRAPHY

Erin Osterhaus is the Managing Editor for Software Advice’s HR blog, The New Talent Times. She focuses on the HR market, offering advice to industry professionals on the best recruiting, talent management, and leadership techniques.

Souce link: http://www.hirecentrix.com/the-hr-department-of-2020-6-bold-predictions.html

Promoting Happiness For Holistic Talent Management

2013-04-11T14:22:00.001-04:00

I am in the middle of setting up all the components for the official launch of my new company brand - The Human Sphere. I'm really excited as it reflects the scope of who I am and what I want to offer to clients. Also, I believe due to this approach, it will help them increase their profits and retain their best. I'll be writing more about holistic talent management and all that entails in months to come.

To me helping a company make money is helping employees be willing to do all that they can. Part of that outcome begins with any leader of a company, which of course includes my fellow HR colleagues.

So on a personal note, I'd like to suggest that each leader take a look at who they are and their relationship to themselves and in that my hope is that you are happy with what you see. In essence, I hope you're happy.

I have determined that my happiness and my ability to mange it impacts the people around me. And as a leader, I know that translates in what I do and my interaction with others. In my desire to impact our world for the good, I know that my happiness plays a part in that.

In the spirit of "holistic talent management" I believe our sense of well being plays apart in all we do including our professional capabilities and success. And that, ripples out to those around us. So I offer to you a post from my colleague and dear friend Alan Allard along with a resource for exploring and working with the subject of happiness - particularly through the lens of being a leader and HR professional.

Alan's Post

Do you wake up in the morning excited about the day ahead? What about when you look into the future a year from now (or beyond)--can you say your vision is like a powerful magnet drawing you towards it?

The fact is, while most of us "like" our work and overall life, few of us are really living from a clear vision, purpose and a sense of deep happiness. If we just look at work, I would say most of us are "okay" with what we do for a living--but how many of us are really loving it?

In my book Seven Secrets to Enlightened Happiness! Living the Life You Were Meant to Live, I take a look at seven factors that we can tap into to increase our happiness in every area of life:

Your Perspective Creates Your Reality
Your Vision Is Your Blueprint For Your Future
Master Your Self-talk, Master Your Life
Self-confidence Rocks
There Is No Substitute For Self-love
Gratitude Is the Great Happiness Multiplier
Action Fuels Your Happiness

Last week I talked to four people who liked their jobs but who clearly weren't excited about them. Each one was doing well at work in terms of salary and position -- and each one rated their happiness at work at a seven. Not terrible of course -- but certainly nothing to jump up and down about.

And that's why all four felt "stuck" in their jobs--they weren't unhappy enough to seriously consider leaving--but they certainly weren't excited about their careers. We could look at other areas of their lives, but if this was the only area we looked at, this is tragic. We spend an incredible amount of our lives at work; time we can never get back.

What keeps us in a "job," relationship, financial situation or health situation where we are "okay" with it but far from passionate about it? We don't need to look any further than the seven "secrets" listed above. However, the first one is what stops most of us from dramatically changing our lives--our perspective--what we believe to be true about any given situation and what we believe to be true about ourselves and what we are really capable of.

Often our perspective is what we can be called an excuse. It's something we tell ourselves to avoid the pain we would feel if we didn't believe it. The problem with our excuses is that we end up believing them and then they become the borders of what is possible--until we come up with a more useful belief.

Happiness, well-being, fulfillment and success have to be designed and created on purpose. It never happens by accident. We have to fully own our lives and believe in self--and yes, we need to take action. A compelling life vision doesn't create itself, self-love and self-confidence don't grow on their own, our self-talk won't change until we change it and our gratitude will erode without consistent nurturing.

Just like no one can go to the gym for you or me, no one can implement the seven "secrets" for us. And that's why I call them "secrets"-- it's not that we don't know them -- it's that too few of us pay enough attention to them.

If you want to pay more attention to these life changing and life enhancing principles, you can put them up on your bathroom mirror and remind yourself of them every day. If you want to know more about them and learn some simple exercises to put them into practice, you can get the kindle version of my book at here.

Recently I had an eighty two year old reader call me and tell me that she was doing the exercises in the book and she felt like she had a renewed lease on her life. Imagine that, still learning and growing at eighty two. That made my day!

Learn more about Alan | +Alan Allard | @alanallard

April is - Do 1 Thing Different Month

2013-03-31T17:04:00.003-04:00

Check out the 1% Blog Tab - to follow this month's challenge - Do 1 Thing Different. Through-out the month you'll get different ideas. Check out the first idea now!

Twitter: @joanncorley @1PercentEdgeApp

So What's an Emotion Anyway?

2013-03-22T11:13:00.000-04:00

Part 3 in a series on emotional intelligence...

Emotions are in fact the fabric of our lives. If you've not yet read the previous post in this series - Everyone Has An EQ History - What's Yours? - then you'll want to as it 's a useful prelude to this next post and it explains in detail how that fabric is formed. Also, all previous post links are listed below.

I've mentioned through-out this series that my goal is to make emotional intelligence approachable, so in this post we're going to look at this simple question, "What is an emotion?"

An emotion is an impulse to act. The root of the word "emotion" (latin) is motere - the verb for move, with the prefix "e", to "move away."* This definition suggest that the need to act is inherit in every emotion. Perhaps another way to frame it is the need to express.

Additionally you could say that "impulse is the medium of emotion; the seed of all impulse is a feeling bursting to express itself in action."** The key to emotional intelligence then is how we manage this need in the context of expression or impulse.

Those who are serious researchers on the subject of emotions suggest that are core emotions, family clusters of emotions and dimensions of emotions. Here is one example taken from Dr. Goleman's book: Emotional Intelligence of lead emotions in family clusters: anger, sadness, fear, enjoyment, love, surprise, disgust, shame.***

These are all feelings we can relate to. We probably can recall stories from childhood and adulthood in which these emotions were experienced. And if you can, that's great! In fact that is the first step in being and developing emotional maturity - being able and willing to identify them in ourselves.

On a personal note and from the world of my psycho-spiritual studies, I also characterize emotions simply as energy. I think it's also safe to say that we are constantly in an emotional state of some kind. We just may not be aware of it. Emotions are not only the fabric of our lives - they are the driving force - again, whether we aware of it or not.

So, in it's simplest terms, emotions are impulses or energy that calls for expression and expressed it is - from the slightest muscle twitch in someone's face to the passion of building a company. Boy - is that a range!

The great news is seeing emotions in this way makes them much easier to approach - especially if you see them without judgement and only see them as energy or an impulse. Of course we learned from the previous post that our EQ history may have created judgements around certain emotions. If that is the case, I'd like to suggest that we suspend judgment on any emotion for the moment, but just see them as i energy or an impulse.

I'd like for this post of a simple, approachable explanation of emotions to serve as a doorway into knowing ourselves in a more intimate way. Now here's the thing - not everyone wants to walk through that door. And this is the key - without the willingness to do so, you cannot grow. Not only that, you cannot use your potential, maximize your talent or even attain certain outcomes you desire in your life.

Here's an example: I was speaking with a colleague yesterday about a client who is an owner-operator of a company who recently invested thousands of dollars in assessment tools to evaluate his employees in an effort to grow the profits of his company. In debriefing the use of this tool, the effectiveness of it's use continually circled back to the abrasive, alienating leadeship /management style of the owner. No matter how much my colleague tried to help him (and he is an exceptionally skilled executive coach) see that his style was and would continue to generate the opposite effect of what he wanted he refused to see or believe otherwise.

Embedded in his EQ history were stories of self-protection, the inability to allow mistakes, direct hard nose parenting he experienced as a young child that was reflected in his current leadership style. That history also produced a severely handicapped ability for him to be empathetic, emotionally vulnerable, to honor the different motivational needs of his staff and to see that hard nose parenting is not an effective operational leadership style for his team or his company that is continually facing increased, pressing competition.

By the way, this is why I am presenting this series on my HR blog. His story is being replicated everyday across the business landscape and as HR professionals we need to be equipped to advise and help or get help. Why?...because a leader's EQ history can and does directly impact a company's bottom line!

Ultimately this business owner continued to resist looking at his destructive impact and insisted that his way would work (though it was clear it hadn't been). In the meeting, he was acting in a very emotionally "unintelligence" way. His push back with the coach was really representative of him pushing back on the pain of his upbringing that he would need to unlock, reveal, and deal with to move him to a different place in his leadership. Simply put, he was unwilling to use this opportunity to grow emotionally - to develop his emotional intelligence.

Please know as a HR professional no assessment or "training class" will address this!!! Millions of dollars are wasted in our industry with this band aid approach. It's like applying a band aid when surgery is needed. The best solution is direct one-on-one coaching and it will only work if the person is willing to do the work of introspection and revelation in an atmosphere of trust and safety.

Also know, this is fairly common among top leaders. In fact in a recent post at the acclaimed blog Leadership Freak there was a discussion around this truth: Leaders want to change circumstances rather than changing themselves. ow.ly/j2OFk

In conclusion, knowing and working with our emotions is essential to having the life we want personally and professional. On a broader note, if we hold any form of leadership the impact of this capability cannot be escaped. In fact the more leadership responsibility we have, the more exposure there is. The irony - it's also the arena in which leaders want the least exposure around this topic. Let's not be deceived, our ability to work with our emotions will be revealed one way or the other.

The emotional life of a leader needs vigilant attention and yet it is the least addressed, valued or cared for area of leadership in most corporate cultures.

Next up: How is emotional intelligence practically demonstrated.

Notations: Emotionally Intelligence, *p.6 **p.xii ***p. 289

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Beginning resources for this series:Book rec. #1 - Emotional Intelligence and his follow-up book related to corporate application
Book rec #2 - Working With Emotional Intelligence

Additionally I recommend you take a EQ test yourself - here is a resource for that as well:
Book rec #3 - The Quickbook to Emotional Intelligence

My website: Interview questions, studies, and an outline of EQ & Me Workshop that you can bring to your organization.
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The Series:
Intro: You & The Subject of EQ | Part 1: Intro: A Different Kind of Smart | Part 2: Everyone Has An EQ History - What's Yours?

Trends Heads-up: Health Insurance Models Are Changing

2013-03-20T09:56:00.002-04:00

Trends Heads-up

New Health Insurance - Delivery Models On The Horizon - How Will That Impact HR?

If you're in HR in any capacity, this emerging trend is something you'll want to know about and stay abreast of. After reading this, I asked myself what role will the HR community play as a partner?

Certainly since employers are the largest providers of health insurance, I see an alliance or partnership becoming substantial in the development of these new models. Let me know your thoughts - comments are welcomed.

Evolent Health president shares insights on providers launching insurance products

January 21, 2013 | Anthony Brino, Contributing Editor

ARLINGTON, VA – If hospitals launching health plans strikes some as a sign of traditional health insurance’s coming extinction, the business model so many American hospitals were built upon – fee-for-service – is declining too. Integrated healthcare and shared savings contracts between payers and providers are going to become the norm.

That’s the consensus of Evolent Health, the consulting firm behind the Piedmont-Wellstar collaboration and other health system redesigns, and a project of The Advisory Board Company, a publicly-traded consulting and investment firm based in Washington, D.C.

Based in Arlington, Va., Evolent Health calls itself a population health management services organization, offering clinical operations and software solutions to health systems with the market potential for larger integrated care, accountable care arrangements or their own health plans.

As the rest of the country was mired in the debate over the Affordable Care Act in 2009, Evolent Health grew out of The Advisory Board Company’s assessment of American health system models and its bid to remake the provider business an effort led, in part, by Seth Blackley, who worked on the 2006 buyout of the Hospital Corporation of America while he was at Bain Capital.

Evolent is backed by both The Advisory Board Company and the University of Pittsburgh Medical Center (UPMC).

In an interview with Healthcare Payer News (a sister publication of Healthcare Finance News), Blackley, Evolent Health president, talked about the changing business models for healthcare and insurance, population health and the focus on explicitly aligned incentives for providers, payers and patients.

Q: How did Evolent Health get started?

Blackley: I’ve spent a lot of time building a number of different businesses within The Advisory Board that were largely over the last several years assisting health systems in becoming more integrated and more efficient in the way they deliver care. As part of that, we did a national road trip probably four years ago, where we met with some of the leading health systems around the country to really understand where they were headed strategically. Even back then, before reform was clear, it was very obvious that health systems were going to have to change their business models.

We felt like there were going to have to be a lot more health systems that looked like the Geisingers and UPMCs and Kaisers of the world – rather than a classic fee-for-service business – or even on the payer side, organizations like Health Spring or the integrated providers groups like Health Partners in California, where there’s a lot of integration between the financing mechanism and the clinical delivery mechanism.

We ... felt like that was going to be the future. We decided the scope of doing this right was very large – larger than most health systems were going to have the appetite to invest in. We felt like there was a model – I’ll call it a shared utility model – that we could help create that would allow a lot of these health systems to share the development costs and the best practices.

We felt like that idea was big enough and the level of investment was large enough that we should create a new company. So we set up Evolent about a year and a half ago. We have roughly $100 million of new investment that goes into Evolent as we built this shared utility. We picked a partner in UPMC health plan. UMPC is the largest provider-owned health plan in the country after Kaiser. They manage about $4 billion of insurance revenue. They’re built for scale, and they were willing to export the things that they had done to other markets.

Q: About how many providers are you working with on launching health plans?

Blackley: We’re working with about 13 health systems in different markets. Most of them we have not announced publicly. One is MedStar, here in the DC area, which is a $4 billion revenue health system. We’re working with them to expand their managed care business, getting into Medicare Advantage. They were already in Medicaid. Of the other 10 that we’re working with, I’d say probably six are considering, or actively considering, working on starting a health plan. The others are more in the mode of working directly with payers, but not starting their own health plans. Regardless we view the competencies as very similar, which is being able to manage a population for better outcomes, whether that contracting vehicle is your own health plan, or a contract directly with another payer, it’s very similar to us. Even the ones that are starting health plans are very clear that they want to continue to work with payers.

It’s what we call a payer-agnostic approach, meaning these capabilities could be used to start your own health plan, like Piedmont and WellStar are doing. But it could also be used if the health system sets up a value-based contract, a capitated contract or a shared savings contract with an existing payer. So they might work in a given market with a Blue Cross plan, or an Aetna, a United or a Cigna, and those organizations, just as they have in California, delegate some of the functions and even the risk of managing the patient population into the provider system.

Q: Aetna CEO Mark Bertolini has said the insurance industry needs to move from “underwriting risk to managing populations,” and Evolent Health is trying to apply population health management – at a time when the US is seeing rising rates of chronic diseases like diabetes. How does Evolent’s model work?

Blackley: We feel like there’s a whole architecture that you need to have to be able to take data from multiple places – take that data and stratify it, to identify who the highest-risk patients are prospectively and drive that into the clinical workflow. We see a lot of organizations out there that might have a sense from some database that they have: “Hey I kind of have a sense of who my sickest patients are, but what do I do with them and how do I ensure that the cost and quality outcomes go in the right direction?”

Gathering data, stratifying it and actually driving it into workflow is the biggest gap that we see when we go around the country and look at what exists. That workflow component involves integrating back into electronic medical records in certain settings. It also involves where the electronic medical record doesn’t exist, having a process for getting the right alerts and information into the right hands, and not just physicians, but the care managers who are embedded in the practice, the pharmacist, the homecare workers.

Q: And a lot of that comes from UPMC’s clinical care software Identifi?

Blackley: The rules for how to deal with certain patient populations have been built over the last 10 or 11 years by UPMC. UPMC developed Identifi starting about 10 years ago. They went out and did a scan of all the existing care management products in the market, and were not able to find one that was patient-centric and really fitting for an integrated delivery system, using real-time data and using clinical data. So UPMC built it’s own product, called Identifi. They moved that product into Evolent. We now have a development team of 75 or 80 people here who are commercializing that product, so that it can be put in place, in places like Piedmont-Wellstar and at Medstar.

We just released the first mobile version of it for iPad. The primary version is initially for the medical teams in the provider settings, the care managers and the home care workers and the pharmacists. There’s a similar version available with a different set of information for a patients. The patient’s able to see the highest value things that patients can do to impact their own medical conditions.

Importantly, you’re able to also link those decisions that the patient makes back to the benefit design for their health plan, meaning you can give some incentives to the patient for deciding to go and start taking some healthy steps to help reduce the probability of future healthcare risks and costs. By doing that, we can give some financial incentives back to the patient. That’s another example of getting the incentives aligned across multiple stakeholders, not just the payer and the provider, but also all the way back to the patient.

Source link: http://m.healthcarefinancenews.com/news/qa-evolent-health-president-shares-insights-providers-launching-insurance-products

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Does Your Hiring Protocol Have Hints of Illegality?

2013-03-16T10:32:00.001-04:00

Legal Trends: Employment Selection Systems – How Risky is Yours?

Curator's Comments: I've just returned from a certification training for the Predictive Index Assessment Tool. Though I've used many in my practice, I will be limiting my use of the others due to what you'll read in the following post. Luckily for me and for my clients, The Predictive Index has passed and continually exceeded accepted validation standards by a considerable margin for the EEOC. For the hiring protocol of many companies, that is not true...and they don't even know it.

Source: Charles - Rocket Hire - The Blog
With a doctorate in I-O psychology, one side of me is a trained ‘talent selection system designer’. A big part of what we learn in grad school, and then apply in the real world, is the legal compliance side of testing. There are a raft of regulations to consider (i.e. the EEOC Uniform Guidelines and OFCCPcompliance) to help companies avoid discrimination through testing. And I’ll tell you from experience, most companies are very concerned about keeping their legal risks low (they’d love them to be ‘nil’, which is difficult if not impossible) when planning a selection process or system to implement.

There are all kinds of things to take into consideration, and you can read up on prohibited practices if you are interested, but in the end the likelihood that you will get sued as an employer increases based on some predictable factors. To help you get an overview of whether or not your organization might be at higher risk, there is a new online calculator available.

Development Dimensions International (DDI) has developed a simple online ‘Instant Risk Profiler‘ to give you an idea of the factors that might impact your likelihood of experiencing a legal challenge to your selection system. The Profiler asks a series of questions, then assigns a score to each answer – gathering a cumulative total that appears on a ‘heat map’ graph ranging from low-risk green through yellow to high-risk red. It is designed to measure ‘situational risk’ in relationship to job analysis and validation rigor – all terms familiar to us I-Os.

As DDI states, “All selection systems involve legal risk, but some situations are riskier than others. The Profiler uses information about litigation and regulatory trends to forecast the legal risk for a particular organization and job type, and provides examples of the job analysis and validation activities needed to offset this risk ."

While the results are not a definitive legal opinion, you can use this calculator to get a quick overview – which might get you thinking about your selection processes and whether you have the right stuff in place. –Charles | Source Link: http://rocket-hire.com/blog

For additional an article explaining legal exposure more in depth - see this article / case study on the Jacksonville Fire Department

I encourage you to learn more about the Predictive Index and how it can meet your talent management needs, particularly in your hiring practices. Click here

HR Alert: 2013 Trends In Talent Management

2013-02-19T09:12:00.002-05:00

2013 Trends in Talent Management Revealed

77% of HR professionals globally do not know how their workforce potential is affecting the company’s bottom line. Only 12% of employers say they have confidence in the quality of candidate data from social media sites. Emerging markets are adopting the use of mobile technology as part of their hiring processes faster than in mature markets. These are just some of the surprising trends that will be revealed during our information-rich webinar examining the global trends impacting talent measurement and management in 2013. Hear from the authors of the report as well as a response to these findings from Sprint Communications HR Leader, Michael Blair.

Each year, SHL conducts a global survey of companies of all sizes in various industries to determine what practices support hiring and retaining top talent. The 4th annual Global Assessment Trends report summarizes insights shared by over 592 HR professionals employed in organizations around the world. Survey results focus on the HR landscape in 2013, the nature of assessment use in organizations, and the use of technology in HR processes. Trends coverage includes:

      • 60% of companies use or plan to use social media searches as
   a hiring tool in 2013, but less than 30% believe the data is
   useful in determining candidate fit, and only 11% believe it is
   critical to hiring decisions
• Less than a quarter say their organizations have a clear
   understanding of workforce potential and less than half use
   objective data to make workforce decisions
• Engaging the workforce (55%) and developing leaders (52%)
   remain top priorities for organizations

Michael Blair, Sprint’s Manager of Recruitment Operations and Technology, and Dr. Ken Lahti, SHL’s Vice President of Product Development and Innovation, will offer a view into the global assessment trend data gathered by SHL. All attendees will receive a complimentary copy of the Global Assessment Trends Report.
Complimentary Webinar: Register Now

Everyone Has An EQ History - What's Yours?

2013-02-17T11:57:00.000-05:00

Note: Though you'll be able to gain much from each post, I do recommend you read them in order. You'll find links to previous posts below.

A Different Kind of Smart - Emotional Intelligence
Part 2: Everyone Has An EQ History - What's Yours?

EQ (or lack there of) doesn't just magically appear. Whatever state or level of development of our emotional intelligence currently present has a history and it all begins at birth.

Research suggests that our propensity to develop EQ with ease or with a bit more challenge begins with our genetic heritage. Genetic heritage provides us with a series of emotional "set points" that determines our temperament.* That's pretty easy to see when we look at the range of natural emotional expressions among very young children.

So as a child, what comprised your emotional expression...loud, quiet, mean, huggy, controlling, assertive, shy? No matter your answer, there is no judgement here. In fact, those qualities are all benign until another person enters the picture; you know that time out of meanness you kicked another 1st grader - oops that wasn't you - that was me!

While we were born with a predisposition to a certain kind of emotional development, the good news is it's not set in stone. As Carolyn Myss says in her ground-breaking book Anatomy of The Spirit, "Your biology does not have to become your biography." Brain circuitry is pretty moldable - thank goodness!

So...let the molding begin! The next element of your EQ history is comprised of how you experienced and what you were taught about emotions in your family life. By taught (or messages received) I mean both directly and indirectly. Growing up we were taught emotional lessons - both intended and unintended.

Additionally, other influencers in your molding process were your social experiences. They all contributed to your lessons and "wiring" period.

In my workshops we go through a list of those influential elements and it's amazing the ah ha's people get regarding why they function and relate the way they do, and equally important - why other people annoy them or why they get along exceptionally well with someone they barely know. This of course directly impacts team collaboration and the collective productivity of a department and company.

In summary, the whole of your life growing up became the petri dish of your emotional wiring. Yep - that's right - you have a wiring, a conditioning shaped during your developmental period that created your emotional circuitry and which has ultimately hard-wired your responses to whatever life now throws your way. Whether it's traffic or dealing with a difficult boss, your responses are automatically triggered from your emotional circuitry.

Those automatic responses are characterized as emotional habits. Those habits comprise your emotional life.

Here's what's crucial to consider: has that circuitry helped or hurt you in your adult life...in having the kind of life you want? The answer for me and for most is - it's not an all or nothing answer. Some wiring has served me well and some has not.

One of the first steps to developing a more emotionally intelligent life (and I say it this way because it's my belief it's an ever evolving journey), is building awareness of your current emotional reality and what's shaped it. It's about getting real and being honest with that part of you. Remember our simple definition of emotional intelligence: emotional intelligence is having the ability to learn about emotions and having the skills to deal with them.

Now, what I believe is the ultimate issue in this area of emotional intelligence is not so much the ability to learn, but the willingness to learn. Learning about it means entering personal spaces, memories and personal truths that frankly, in some cases, are extremely difficult to face. I'll write more about this in a later post, along with the impact it has on the workplace

For now, if you're genuinely interested in learning more and growing in this area, you can first start by taking an inventory of your emotional history. For me it was a fascinating, sometimes painful, and an equally encouraging journey. I discovered I was strong in many ways, proud of the ways I'd handled situations and yet recognized that there are still areas that needed to mature. Awwwh becoming an emotionally mature adult - a life long endeavor.

It's an interesting thought that it's common practice in looking at our past to only see the events of it, not necessarily how we responded to those events and the emotional life shaped by them. I encourage you to do just that.

Next up: What are emotions anyway?
*pg. xiii - Emotional Intelligence, Dr. Goleman
=======================================================================
Previous Posts:
The Announcement post - suggestions on how to follow
Part 1: The introduction post

Twitter: @joanncorley | Facebook | This Blog on Kindle | On the app | Subscribe via email - see top right column | Follow the hash tag #EQ-#EI

Beginning resources for this series:
Book rec. #1 - Emotional Intelligence and his follow-up book related to corporate application Book rec #2 - Working With Emotional Intelligence

Additionally I recommend you take a EQ test yourself - here is a resource for that as well: Book rec #3 - The Quickbook to Emotional Intelligence

My website: Interview questions, studies, and an outline of EQ & Me Workshop that you can bring to your organization.

A Different Kind of Smart - Emotional Intelligence

2013-02-13T08:50:00.000-05:00

a registered trademark of
Oakwood Solutions, LLC,
d/b/a The Conover Company

An Introduction to a series on emotional intelligence...

You know I think in general people want to be considered smart. That's a word that has been in my vocabulary since a young age. My parents wanted me to be smart reflected primarily in academic achievement and career success. They pushed for learning, getting good grades, and even what fields of study to consider.

My understanding of smart growing up then was shaped by that experience. Smart to me was getting good grades and being intellectually developed. I think it's safe to say for most people today, their experience with smart is similar.

Yet, emerging research over the past 20 years suggests a different kind of smart; one that is essential to mature adulthood, one that is an underpinning to satisfaction, happiness, and more broadly life and business success and it's identified as emotional intelligence -- also known as EQ or EI.

Daniel Goleman in his book Emotional Intelligence characterizes the elements of this kind of smart as "aptitudes for living" and "human competencies".

The research suggests that it's this kind of smart that has carried the better known smart - IQ - to greater success. Consider the story of a well known technology company as described in the book How To Be Super Star at Work by Robert E. Kelly, who engaged a consulting group to determine why very smart people (those with high IQs), recruited from some of the top academic institutions in the country turned out to be only "C" employees rather than A.

To answer that question, the consultants observed and surveyed the high achieving group - the A group - and determined that their success was not the result of their IQ, but rather their EQ or practical intelligence.

Their success was characterized not by what they knew but what they did and how they behaved in the work, projects, and roles assigned to them. Some of the "high achieving" behaviors were: initiating, flexibility/adaptability, the ability to influence (which he calls "show and tell"), organizational savvy, self- management, skilled at maintaining an effective working rapport with colleagues and get this - followership...to name a few.

Now here is the key (and the motivation for doing this series), when you look at many of the employee performance challenges in today's workplace I guarantee you the majority of them are not IQ, knowledge based, or the ability to acquire a functional skill issue, but are more behavior based issues - in fact issues of emotional intelligence.

And there in is the reason every decision-maker, HR professional and business leader needs to know and understand how this fits into what they are trying to accomplish both internally and externally. The issues surrounding emotional intelligence impacts a company's bottom line and yet it is still barely understood, practically used or recognized in most workplaces.

As I've traveled through-out North American over the past years delivering a variety of professional development workshops, I have surveyed attendees on their knowledge of EQ. Please note that many people in my classes were management and hr professionals. Many of them had never heard of it or barely knew anything about it. And here's what's crazy, Dr. Goleman's book, which made it's initial impact on the mainstream business community, was released in 1994. That's 19 years ago!

So I'd like to start an EQ campaign and though this blog is written more for managers, leaders, and HR professionals - the campaign is for everyone. I suggest that if every member of an organization developed more EQ, client-customer satisfaction would increase, profits would rise, leaders would lead more effectively and employee performance problems would decrease.

Now there are some decision-makers who already have experienced that and are working to embed it more into their culture. My client in New York is launching a complete company culture initiative around the topic. Every single employee will be involved in a launch workshop over the next month. Wow...that's vision, conviction, and commitment! She knows that all that emotional intelligence offers is a win for everyone.

So as I launch this series, let's start with - a simple definition of a very academic and highly researched term - emotional Intelligence. Simply put it is the ability to be intelligent in how we use our emotions and how that translates into how we behave.

Even more simple - let's look at the definition of intelligence: The ability to acquire and apply knowledge and skills. So putting the two together - emotional intelligence is having the ability to learn about emotions and having the skills to deal with them. Or in Dr. Goleman's terms, "bringing intelligence to emotions."

To varying degrees and levels, emotions comprise everything we do and are. Isn't it a reasonable expectation then that we should know how to effectively manage them for our good and the good of those around us?

Ideally it should start in our development as children, but if you're like me, this was not on my parent's radar. (As a side note, many schools are now implementing EQ programs.)

In my HR Short posted a few days ago, there was a statistic that the number of "toxic" employees in on the rise. This number is a reflection of low emotional intelligence. Stay tuned to learn why.

========================================================================
...If you think someone could benefit from this series, pass it on.
...If you already know you need a EQ training company-wide, for your management and/or leadership team, or an individual - you can contact me direct: joann@thehumansphere.com or go to my EQ Resource Page for additional information.
...If you want to follow this series - click here to read instructions in the announcement post.

You and the Subject of EQ

2013-02-11T14:50:00.000-05:00

In an effort to serve my fellow HR professionals, I will be working with and providing information on monthly themes. The themes reflect the real-time work I am doing with clients.

This month's theme is Emotional Intelligence (or know as EQ or EI). I will be doing a full staff training (for both managers and non-managers) for a client in New York and many of the posts this month will be derived from that preparation, workshops, and coaching I've done across the country on this topic over the past many years.

My goal both here and in the workshops I do is to make EQ approachable, practical and less academic (not every seminar on the topic out there does that).

If you want to follow the posts, you can:
1. Subscribe to this blog
2. Access it via The 1% Edge Portable Coach App under the HR Tab
3. Follow the post on Twitter under this exact hash tag combination #EQ-#EI

Additionally, if you want a jump start - here is the link to the EQ Resource Page on my website.

Why Should You Care?
Well...not only are there personal benefits from the knowledge and development of EQ. It is my observation and deepest conviction that the #1 reason for most relationship and performance challenges in the workplace are related to the lack of emotional intelligence at every level.

If that is remotely true - then every HR professional needs to proficient in their knowledge of and dealing with the subject of EQ and the issues surrounding it. These blog posts and other recommend resources can serve to help you be the needed internal consultant that is sorely needed in most organizations in this area.

Additionally, the lack of EQ in an organization is costly and over the next month I'll be sharing information regarding the quantitative element that adversely impacts a company's bottom line; conversely higher EQ is profitable. Consider the following information taken from a study entitled, A Business Case For Emotional Intelligence. You can download the information here.

If you want to be a serious learner (as clearly I recommend you become) here is the best place to start: 2 books written by someone well known on the subject with a significant impact in the business community - Daniel Goleman.

Book rec. #1 - Emotional Intelligence and his follow-up book related to corporate application - Book rec #2 - Working With Emotional Intelligence

Additionally I recommend you take a EQ test yourself - here is a resource for that as well: Book rec #3 - The Quickbook to Emotional Intelligence

Twitter: @joanncorley | Facebook | Main website

Number of Toxic Employees On The Rise

2013-02-10T13:56:00.000-05:00

Curator's comment: Yes, your talent will leave if you don't deal with your toxic employees...

HR SHORT: Talent, Staffing & Toxicity
Several consultancies have recently reported on the concern executives around the world have for retaining their top talent.

Deloitte reported: “Nearly half of senior global company executives are worried about losing top talent during the recession while 30% saying they are looking to bring in more leaders. 44% of business leaders cited a decline in employee morale, rising to 60% in financial service.”

The Financial Times reported European boss’ concerns about repeating the same mistakes of past recessions by cutting too many skilled jobs, leaving them exposed when the market turned. John Griffith-Jones, head of KPMG in the UK and joint-chairman in Europe, said, ”What we did suffer from is, when the upturn came, we were desperately short of people in some areas.”

At the same time, however, leaders are faced with an increase in both the number of toxic employees and in their impact on an organization. Harvard Business Review reported:

“Among those on the receiving end of incivility in the workplace:
• 48% decreased their work effort,
• 66% said their performance declined,
• 80% lost work time worrying about the incident, and
• 78% said their commitment to the organization declined.”

No company can tolerate those kind of engagement and productivity losses at this time. So how do you deal with toxic workers? Do you have a plan?

Source link: http://www.recognizethisblog.com/index.php/2009/05/cleaning-up-toxic-employees-with-gratitude/

Follow JoAnn, Founder & CEO of The Human Sphere: Twitter: @joanncorley | Facebook - Need help with your talent management strategy and execution - contact JoAnn for a free consultation: joann@thehumansphere.com | The Human Sphere is a consultancy that helps companies increase profits by hiring better, improving performance and retaining their best.
www.thehumansphere.com

Would You Quit After 1 Week?

2013-02-09T11:05:00.000-05:00

Editor's Comments: I read this news post and said, "Wow! Would I do that?" It stirred up all sort of questions like:

Would I quit after 1 week?
Should she have given it more time?
Was she wise in seeing that the challenges were just too much - not fixable?
Was she thinking addressing these issues would take over my life?
Was it fair to the group to quit so soon?

All in all, I think it took guts to quit quickly...what do you think? I would love to hear your view as a fellow HR professional.

County’s HR director quits during first week on job

Geiger reports Ferguson felt she wasn’t person to resolve current concerns

After less than one week, Grundy County’s new Human Resources Director has quit.

Lindsay Ferguson was hired as the part-time director in January, her first day was Monday, and she quit Friday morning, said Grundy County Board Chairman Ron Severson.

Ferguson came to the county with six years experience in human resources at Morris Hospital & Healthcare Centers. The county’s previous HR director, Denise Kasper, resigned from the position in November with one day notice. She said then she was taking another job.

Personnel Committee Chairwoman Vicki Geiger said Ferguson called her Friday morning to resign.
“She was in a lot of meetings this week . . . we have a lot of severe issues and concerns going on in the county right now and she felt she might not be the best person to get us to a resolution on these issues,” said Geiger.

Geiger said she had received compliments about Ferguson all week that she was a good fit for the county, but added she appreciated Ferguson’s honesty so that the county could find someone qualified to handle the county’s controversial issues occurring recently.

The Personnel Committee will be revisiting the other applications it has received for the position, and Geiger said she hopes the county will have the situation resolved by the end of next week.
The severe issues Geiger is referring to include the county looking into county departments giving unapproved bonuses. Although not illegal, Severson has said the county will be changing procedures so this doesn’t happen again.

Twitter: @joanncorley | Facebook

Source Link: http://www.morrisdailyherald.com/2013/02/08/countys-hr-director-quits-during-first-week-on-job/ay506wr/

Do You Know What Your Employees Really Want?

2013-01-23T11:10:00.000-05:00

#hrblogs #Shrm #Hr #Tchat

Curator's comments: I always appreciate a good survey, particularly when it can gives me clear, tangible information I can use and share with my clients; and that help my fellow HR colleagues serve their companies more successfully. The following survey is one of them.

Of note is the comment of how many companies lost talent. As I was speaking through-out the country over the past few years conducting management and leadership workshops, my message was - how you treat your employees now will be reflective in how many stay or go when the economy begins to shift. Apparently, 1/3 of companies lost top talent and more are leaving in 2013. How did your company fair? And, if folks are leaving, are you making sure to do exit interviews to find out why?

CareerBuilder Survey Reveals Most Wanted Office Perks and What Motivates Workers to Stay With Companies

CHICAGO, January 24, 2013 – If you could have one perk – any perk – in your workplace, what would it be? If you had the choice, would you rather have a bigger title or a bigger office? If you were thinking about leaving your company, what would make you stay? A new CareerBuilder survey explores which job factors are most important to today’s workers. More than 3,900 full-time workers nationwide participated in the survey conducted online by Harris Interactive© from November 1 to November 30, 2012.

Nearly one-third of employers (32 percent) reported that top performers left their organizations in 2012 and 39 percent are concerned that they’ll lose top talent in 2013. While most workers (66 percent) stated that they are generally satisfied with their jobs, one in four (25 percent) said they will change jobs in 2013 or 2014.

How important is title?

While upward mobility is a key factor in job satisfaction and employee retention, having a certain title isn’t important to more than half of workers (55 percent). The vast majority (88 percent) reported that salary matters more. Other factors that outrank job title in what is most important to workers are:

Flexible schedule – 59 percent

Being able to make a difference – 48 percent

Challenging work – 35 percent

Ability to work from home – 33 percent

Academic reimbursement – 18 percent

Having an office – 17 percent

Company car – 14 percent

Do perks matter?

Twenty-six percent of workers said that providing special perks is an effective way to improve employee retention. When asked to identify one perk that would make their workplace more satisfying, early dismissals, convenient gym access and casual dress scored highest:

1) Half-day Fridays – 40 percent

2) On-site fitness center – 20 percent

3) Ability to wear jeans – 18 percent

4) Daily catered lunches – 17 percent

5) Massages – 16 percent

6) Nap room – 12 percent

7) Rides to and from work – 12 percent

8) Snack cart that comes around the office – 8 percent

9) Private restroom – 7 percent

10) On-site daycare – 6 percent

What ultimately entices workers to stay with a company?

Not surprising, the majority of workers (70 percent) reported that increasing salaries is the best way to boost employee retention while 58 percent pointed to better benefits. Other actions workers said employers should take to reduce voluntary turnover include:

Provide flexible schedules – 51 percent

Increase employee recognition (awards, cash prizes, company trips) – 50 percent

Ask employees what they want and put feedback into action – 48 percent

Increase training and learning opportunities – 35 percent

Hire additional workers to ease workloads – 22 percent

Provide academic reimbursement – 22 percent

Carve out specific career paths and promote more – 21 percent

Institute a more casual dress code – 14 percent

“What determines job satisfaction is not a one-size-fits-all, but flexibility, recognition, the ability to make a difference and yes, even special perks, can go a long way,” said Rosemary Haefner, Vice President of Human Resources at CareerBuilder. “Being compensated well will always be a top consideration, but we’re seeing work-life balance, telecommuting options and learning opportunities outweigh other job factors when an employee decides whether to stay with an organization.”

Survey Methodology

This survey was conducted online within the U.S. by Harris Interactive© on behalf of CareerBuilder among 2,611 hiring managers and human resource professionals and 3,991 workers (employed full-time, not self-employed, non-government) between November 1 and November 30, 2012 (percentages for some questions are based on a subset, based on their responses to certain questions). With pure probability samples of 2,611 and 3,991, one could say with a 95 percent probability that the overall results have a sampling error of +/- 1.92 and +/-1.55 percentage points, respectively. Sampling error for data from sub-samples is higher and varies.

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About CareerBuilder®

CareerBuilder is the global leader in human capital solutions, helping companies target and attract great talent. Its online career site, CareerBuilder.com®, is the largest in the United States with more than 24 million unique visitors, 1 million jobs and 50 million resumes. CareerBuilder works with the world’s top employers, providing resources for everything from employment branding and talent and compensation intelligence to recruitment solutions. More than 10,000 websites, including 140 newspapers and broadband portals such as MSN and AOL, feature CareerBuilder’s proprietary job search technology on their career sites. Owned by Gannett Co., Inc. (NYSE:GCI), Tribune Company and The McClatchy Company (NYSE:MNI), CareerBuilder and its subsidiaries operate in the United States, Europe, South America, Canada and Asia. For more information, visit www.careerbuilder.com. Source link for this post

If you need assistance managing your talent from hiring better, developing needed skills, increasing retention - connect with me here: joann@thehumansphere.com | or learn more here: The Human Sphere - an hr consultancy specializing in holistic talent management

Follow this blog on The 1% Edge Portable Coach App - under the HR tab - learn more about the app here: click here | Subscribe on Kindle | Follow by Reader or Email - see top right column | follow JoAnn @joanncorley

Measuring Results - A Resource for ROI

2013-01-15T13:04:00.002-05:00

HR Short - Measuring For ROI

If you need a rigorous read and resource for measuring coaching / training, this is a book that you may want to consider Measuring the Success of Coaching. Though this book is written for the coaches - it will give you as the purchaser of this valuable talent management resource the know-how to practically be an internal advocate.

In this book, you'll find six case studies --- documented evidence --- about how coaching worked for six organizations. These studies reflect what coachees felt about coaching, what they learned, how their behavior changed, how monetary impact was made and ROI.

Additionally, if you'd like additional resources related to coaching for your organization, you can go here:
Executive Coaching - Leadership Development
Coach-on-Call Program

Or contact me for a conversation: joann@thehumansphere.com

Too Good Looking? You Could Get Fired!

2012-12-22T11:40:00.000-05:00

Curator's Notes: At least in Iowa. This is a must read for every HR professionals. I wish we knew more of the story, but what is revealed in this article is a cautionary tale on so many levels for the interaction of men & women in the workplace and the role laws play in the realm of intimate, personal feelings. Wow....

All-Male Iowa Supreme Court Rules Bosses Can Fire Employees for Being ‘Irresistibly Attractive’

IOWA CITY, Iowa (AP) — A dentist acted legally when he fired an assistant that he found attractive simply because he and his wife viewed the woman as a threat to their marriage, the all-male Iowa Supreme Court ruled Friday.

The court ruled 7-0 that bosses can fire employees they see as an “irresistible attraction,” even if the employees have not engaged in flirtatious behavior or otherwise done anything wrong. Such firings may be unfair, but they are not unlawful discrimination under the Iowa Civil Rights Act because they are motivated by feelings and emotions, not gender, Justice Edward Mansfield wrote.

An attorney for Fort Dodge dentist James Knight said the decision, the first of its kind in Iowa, is a victory for family values because Knight fired Melissa Nelson in the interest of saving his marriage, not because she was a woman.

But Nelson’s attorney said Iowa’s all-male high court, one of only a handful in the nation, failed to recognize the discrimination that women see routinely in the workplace.

“These judges sent a message to Iowa women that they don’t think men can be held responsible for their sexual desires and that Iowa women are the ones who have to monitor and control their bosses’ sexual desires,” said attorney Paige Fiedler. “If they get out of hand, then the women can be legally fired for it.”

Nelson, 32, worked for Knight for 10 years, and he considered her a stellar worker. But in the final months of her employment, he complained that her tight clothing was distracting, once telling her that if his pants were bulging that was a sign her clothes were too revealing, according to the opinion. He also once allegedly remarked about her infrequent sex life by saying, “that’s like having a Lamborghini in the garage and never driving it.”

Knight and Nelson — both married with children — started exchanging text messages, mostly about personal matters, such as their families. Knight’s wife, who also worked in the dental office, found out about the messages and demanded Nelson be fired. The Knights consulted with their pastor, who agreed that terminating Nelson was appropriate.

Knight fired Nelson and gave her one month’s severance. He later told Nelson’s husband that he worried he was getting too personally attached and feared he would eventually try to start an affair with her.

Nelson was stunned because she viewed the 53-year-old Knight as a father figure and had never been interested in starting a relationship, Fiedler said.

Nelson filed a lawsuit alleging gender discrimination, arguing she would not have been terminated if she was male. She did not allege sexual harassment because Knight’s conduct may not have risen to that level and didn’t particularly offend her, Fiedler said.

Knight argued Nelson was fired not because of her gender, but because her continued employment threatened his marriage. A district judge agreed, dismissing the case before trial, and the high court upheld that ruling.

Mansfield noted that Knight had an all-female workforce and Nelson was replaced by a woman.
He said the decision was in line with state and federal court rulings that found workers can be fired for relationships that cause jealousy and tension within a business owner’s family. One such case from the 8th Circuit Court of Appeals upheld a business owner’s firing of a valued employee who was seen by his wife as a threat to their marriage. In that case, the fired employee had engaged in flirtatious conduct.

Mansfield said allowing Nelson’s lawsuit would stretch the definition of discrimination to allow anyone fired over a relationship to file a claim arguing they would not have been fired but for their gender.
Knight’s attorney, Stuart Cochrane, said the court got it right. The decision clarified that bosses can make decisions showing favoritism to a family member without committing discrimination; in this case, by allowing Knight to honor his wife’s wishes to fire Nelson, he said.

Knight is a very religious and moral individual, and he sincerely believed that firing Nelson would be best for all parties, he said.

“While there was really no fault on the part of Mrs. Nelson, it was just as clear the decision to terminate her was not related to the fact that she was a woman,” he said. “The motives behind Dr. Knight terminating Mrs. Nelson were quite clear: He did so to preserve his marriage.

“I don’t view this as a decision that was either pro-women or opposed to women rights at all. In my view, this was a decision that followed the appropriate case law.”

Source Link:

I provided the source link - there are lots of comments - those are an interesting read as well!

Originial source

Twitter: @joanncorley | Facebook | LinkedIn | Google+

I'm Not in IT - Why Should I Care About The Cloud?

2012-12-20T10:35:00.000-05:00

#Shrm #Hr #Hrtech #Socbiz #SoMe #SWchat

Salesforce models the reason why... (...by the way this not a promo for Salesforce - just an example.)

Curator's Comments: I really believe that every HR professional should be building knowledge of technology. It's something that just can't be avoided anymore. Technology is becoming too embedded in how we, a company operates. And if I can be frank - alot of money is being wasted because their HR professionals are not leveraging technology.

This is way beyond coding, by the way, it's about strategy. It's about looking at the use and execution of technology to support a company's overall objectives and the human resource part of that.

Salesforce 2.0 – Social Selling in the Linkedin Era

October 16, 2012 By Neil McEvoy

Enterprise 2.0 is the original term describing the ‘Social Enterprise’, the use of social media by enterprise organizations.

As the name suggests it’s ideal for the large enterprise, helping them better manage the chaos of information they generate, but it’s certainly not limited to them. Indeed the fundamental value of the Cloud is that it makes powerful enterprise-level software more accessible to smaller companies.

For example higher end solutions include Microsoft Sharepoint, customized with add-in software like SocialText, to enable private Twitter-like messaging within the organization to improve collaborative communications.

Smaller businesses have options like Igloo, offering the same features on a SaaS basis for prices starting as little as $99/month.

The principle business value of these technologies can be highlighted in this McKinsey article, Harnessing Your Staff’s Informal Networks, which for Sales purposes can be translated into:

Social Intranet - Staff work faster and share information more efficiently through social media channels, using ‘Follow’ techniques to better stay current and connected with key news and data. This includes Sales who can stay up to date with important product information.

Deal Rooms - Sales teams can use Project Spaces to better project manage each of their opportunities, using Social Document Management to more efficiently manage bid response processes and produce deal-winning proposals faster.

Partner Portals and Customer Communities- Organizations can better support and enable their reseller channels, and better engage their customers, through the extranet features that make some aspect of the toolset available externally.

Salesforce 2.0 doesn’t stop here. It also encompasses the fact that there is the external world of social media that is a marketplace where where new contacts and prospects can be engaged using new tools.

Social Selling - Communities like Linkedin can be used to reach out to new contacts, as described by Sales For Life, experts in using social media for sales activities like building prospects to fill your sales pipeline, discussed in this series of articles.

The Social Media News Release - Similarly PR is also now socialized. As the name suggests the Social Media News Release is an example of how the traditional press release has now been augmented to utilize this new world. It standardizes additional features like link sharing back to your social communities and providing integrated download resources.

Best Practice Marketing – Sustaining regular relationship-building interactions via tools like Pardot, who specialize in marketing automation. This enables marketing teams to program a campaign of ‘ticklers’ to continually engaged prospects and progress them through a lifecycle of development, feeding them links to content like Social Media News Releases, as well as blogs and other expert materials.

Conclusion

The Cloud offers a portfolio of apps that can cater for the entire life cycle of finding and engaging with potential new customers online, automating the development of a relationship with them via content that is produced via internal collaboration tools.

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Have You Seen the New Competency Model For HR Professionals?

2012-12-10T09:42:00.001-05:00

#Shrm #Hr
Curator: This is a worthy discussion within our community This is curated from the blog HR Bartender. Besides responding to the poll - I would like to hear your thoughts via comments. How does this list strike you? What would you add or delete? What would tweak unique to your company or industry?

What Does It Take To Be Successful in Human Resources [poll]

Posted: 09 Dec 2012 03:30 AM PST

At their recent Annual Conference in Atlanta, SHRM introduced a new competency model for human resources professionals. It has 1 technical competency and 8 behavioral competencies. The technical competency is HR Technical Expertise and Practice, which is basically knowing your stuff about legislation, policy, procedure, etc. (Curator Comment: Btw - I see technical as exactly that - knowing about technology to make decisions operational and in the of delivery information in training and development. This should not be reserved for the ASTD crowd.)

The behavioral competencies are:

Relationship Management – the ability to manage interactions with and between others
Consultation – the art of providing guidance
Organizational Leadership and Navigation – the ability to direct initiatives and processes
Communication for Impact – the ability to effectively exchange information
Global and Cultural Effectiveness – the art of managing human resources across borders
Ethical Practice – the integration of core values, integrity and accountability
Business Acumen – the ability to understand business functions and metrics
Critical Evaluation – the skill of interpreting information (e.g. data, metrics, etc.) in order to make decisions

This isn’t the first time a competency model has been introduced for the human resource profession. The RBL Group (with Dave Ulrich) and the University of Michigan also released one. You can check it out here. While they aren’t exactly the same, I think both sets of competencies are similar. Just packaged a little differently.

I’m curious…where am I supposed to focus my energy? Some people would say “all of them”. But that just doesn’t seem realistic. Instead of focusing on 8 things, I believe it’s best to focus on one or two, become skilled at those then move on to others. But what competencies should I focus on first? Which one will have the greatest impact?
So tell me what you think.

Take Our Poll
I’m looking forward to seeing the results of this survey. Thanks for taking a moment to share your thoughts. I’ll be sure to send out the results in a couple weeks.

Curator's Comment: Some glaring misses?...talent management, hiring expertise. What would you add or delete?

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How Are Your Managers At Coaching?

2012-12-05T13:49:00.000-05:00

HR SHORT:

The 2011 DDI Global Leadership Forecast of 12,423 leaders and 1,897 HR professional representing 74 countries found:

68 percent of organizations use managers as coaches (63% rate it as effective) and 27% use external coaches often (37% rate it as effective)
43 percent of leaders were rated as ineffective in this particular skill area
The most critical skills required from leaders included driving change (48%), Identifying and coaching talent (36%), Fostering innovation/creativity (35%), Coaching and developing talent (32%) and executing strategy (32%). When asked to rate the ineffectiveness of leaders in these areas, the ranges were from 40% to 50% on each (43 percent were rated ineffective in coaching talent).

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Are You Ready For The Next Wave of Employee Turnover?

2012-10-17T14:56:00.001-04:00

#Shrm #employee turnover #hr
Herman Trend Alert: Labor Market Churning Next Quarter
Apparently Recovery Also Means Turnover
October 17, 2012

The pieces are clearly in place: the long-awaited, significant employee turnover is going to happen next quarter. All the signs are there: a recovering United States economy, increasing job growth, and unhappy employees. In fact, in a recent study conducted by The Society for Human Resource Management (SHRM), the majority of HR professionals and managers agreed that once the job market improved, they expected that employee turnover would rise significantly.

Now, the just–"released 2012 Aflac WorkForces Report indicates that 49 percent of workers are "at least somewhat likely to look for a job this year. In addition, 50 percent of workers say employee benefits are "very or extremely influential on decision to leave".

Most employers have "no clue" how vulnerable they really are. They may lose valuable productivity, not to mention intellectual capital. Who will they lose? Most of the people who intend to leave describe themselves as "top talent"— the kind of workers companies can least afford to lose. These workers are the highly valued employees companies need in order to remain competitive in a tight economy.

History is repeating itself, as we head into a new "Impending Crisis" situation. There are many similarities between the position we find ourselves in now and where we were in 2003---when we first published the business bestseller, "Impending Crisis: Too Many Jobs, Too Few People". We have experienced several years of recession and a painfully slow recovery. Top talent has been restless for a while. If nothing else catastrophic occurs, we believe there will be a major exodus of talent beginning in the first quarter of next year.

The difference is that now many employers are cutting back on healthcare and other employee benefits---obviously, not a very smart idea. The study also found, "Workers who are extremely or very satisfied with their benefits program are nine times more likely to stay with their employer than workers who are dissatisfied with their benefits program." Moreover, 76 percent of employees said they'd be at least somewhat likely to accept a job with a more robust benefits package but lower compensation."

Once more, the employment market is flipping. Once again, employees, especially talented ones, will be in the driver's seat.

Source:"© Copyright 1998-2012 by The Herman Group of Companies, Inc., all rights reserved. Reproduction for publication is allowed by permission of The Herman Group, Inc., and must include the following attribution: "From 'The Herman Trend Alert,' by Joyce Gioia, Strategic Business Futurist. (800) 227-3566 or http://www.hermangroup.com. The Herman Trend Alert is a trademark of The Herman Group of Companies, Inc."
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HR Short - The Hidden Costs of Poor People Management

2012-10-16T08:59:00.000-04:00

#hr #hrblogs #hr247 #tchat #shrm

I have had the great opportunity to conduct management seminars across North America, as well as coach individual managers for the past 15 years. During that time, I've accumulated a lot of material. I decided on this blog to begin a new segment called HR Shorts.

HR Shorts will contain a quick insight (consider it a micro-blog of sorts - shorter than a traditional blog, longer than a tweet, or a document that I want to share, a study...etc). And, I would love for this to be a family affair. If you have a "short to share: with our HR Family, send if off either via the contact tab at the bottom right or via email: joann@joanncorley.com

In this short, I'd like to share a document which contains research from The Future Foundation. It's a fascinating study done across several continents on what it costs companies when people are poorly managed.

Though this study was conducted several years ago, I believe it offers significant and relevant insights for our community. Here's a snapshot:

"Overall, the U.S. is devoting $105 billion a year to correcting problems associated with poor hiring and people management practices. This shortfall is worth 1.05% of the total U.S. GDP. The reason for this loss of capital in the U.S., as uncovered in The Future Foundation study, is that businesses waste the talent and potential of their workforces and fail to match the right people to the right jobs."

One final note: part of the reason why I created this blog was to help HR professionals be armed in a way to be effective internal advocates/consultants to key decision-makers. You are the HR expert!

Here is the link: The Hidden Costs of Poor People Management

Most companies do not have any or little management training - if that describes your company - click here to learn more about a cost effective, high return-on-investment approach.

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Every Jobseeker Should Be a Recruiter for a Day

2012-10-11T10:07:00.001-04:00

Editor's comments: I want to welcome first time guest blogger Janine Truitt. This is a powerful article filled with heart, humility and wisdom. I believe it's a must read for all! As a reminder, all the posts to this blog can be found on the The 1% Edge Portable Coach App under the HR Tab: #hr #Shrm #hiring #recruiting #jobsearch

Every Jobseeker Should Be a Recruiter for a Day

A Walk in the Shoes of a Recruiter...

Recruiters are getting a bad rap these days. They don’t get back to candidates. They don’t take enough time to read resumes. They don’t have half a brain to think outside of the box and give every candidate a fighting chance at landing a job. How can a professional so crucial to both the employer and jobseeker be so useless and unfeeling?

Every recruiter has been a jobseeker at one time or another in their career, so they have a pretty decent idea of the ordeal that it is. However, every jobseeker has not been a recruiter, so what do they know about being one and the challenges they face on a daily basis? The truth is the average jobseeker doesn’t know much about recruiting, being recruiter and/or anything having to do with recruitment.

Recruitment and searching for a job have some things in common. Jobseekers are trying to fit in with a company and recruiters are trying to find the right fit for the employer. In this regard recruiters and jobseekers agree. Beyond this commonality, there is little that the two agree on. Jobseekers generally hold the opinion that they should be considered and/or interviewed for any job that they think they are qualified for. Recruiters on the other hand, don’t see it this way. You either qualify or you don’t in the eyes of a recruiter. Recruiters are not clairvoyants. They cannot conjure up knowledge, skills, and abilities to make a jobseeker qualify for a position. In their heart of hearts they would like to have a bevy of vacancies open to fill with wonderful, qualified jobseekers-but alas this is not the case.

If every jobseeker were a recruiter for at least a day they would learn a few things about “the process” that would surprise, shock and numb them. If every jobseeker were a recruiter for a day they would know that there are never enough jobs for the amount of talented jobseekers you encounter. The jobseeker would see that for every 20 applicants they receive on a given opening that it is quite likely the hiring manager will only want to see 5-6 best qualified out of that pool. Jobseekers would also know that the recruiter’s hands are often tied.

For example, a recruiter may post a job, but in some circumstances your resume was never reviewed, because the hiring manager’s neighbor who has no education or skills to do the job has already filled it. Yup, that’s politics for you. The jobseeker might also be interested to know that a recruiter’s inability to follow-up or give closure has absolutely nothing to do with you or their inability for that matter. Many times it means that the hiring manager has attended to other tasks and has ignored the last ten emails the recruiter sent for updates and feedback. How many times can a recruiter string you along with the same script? It’s an uncomfortable position to be in. You see it is more like, “I am ashamed that I have nothing of substance to tell you," from a recruiter’s perspective than "I’m blatantly keeping you in the dark about your status.”

A jobseeker that spends the day working as a recruiter, particularly in a federal contractor setting will not be released to the drudgery that can be job seeking without hearing about the tedium that is the OFCCP. Indeed you will hear this acronym ad nauseum and it will make your job for that day much harder.

While well-intentioned on both fronts, you and the OFCCP will have a love/hate affair in which you will constantly be charged with considering not only the best qualified but the minimally qualified as well. Why you ask? The answer is because you are righting the wrongs of every discriminatory employer that ever existed. If you’re the “Robin Hood” type you’ll enjoy this but if you’re a recruiter you will walk on egg shells all the time. If the regulatory and compliance stuff hasn’t exhausted you completely by this time; surely your workload will get you to the finish line.

You forgot that this is a company with multiple sites and an ever shrinking budget- which is why there are two of you recruiters/jobseekers on the team. That means both of you are handling a minimum of 75-100 jobs a piece. Oh and please don’t forget that they throw some union jobs and generalist duties in there for kicks. Get ahead of those job postings and get on top of those phone screenings and for God’s sake make sure you call the 50+ applicants that are screaming that they haven’t heard back from you since their interviews.

Welcome jobseeker! This is a day in the life of a recruiter. I’m not saying that there aren’t some less than stellar recruiters out there. However, I write this article with an intention to open your eyes to the reality of a recruiter’s job. Sympathy is not expected. Empathy should be par for course.

A recruiter’s job lives and dies by the candidate. That is- if the recruiter cannot find suitable candidates for their positions they are doomed. This is an important reminder, because it implies that recruiters are not out to sabotage your job search as proposed by some jobseekers and career professionals. You need them and they need you. It is a symbiotic partnership.

I urge all jobseekers to think before they react the next time you don’t get a timely call or response. Stop and remind yourself of the day you acted as a recruiter (via this post) and what that entails. Breathe, be gracious and give the recruiter the benefit of the doubt.

About Our Guest Blogger - Janine N. Truitt
Janine N. Truitt is an HR Professional based in Long Island, NY. She holds a B.A. in Psychology from Hofstra University and five human resources certifications from Cornell University’s School of Industrial and Labor Relations. Her career in HR/Recruitment spans eight years in industries such as pharmaceuticals, scientific and healthcare. Her expertise is in Recruitment, HR Technology, Talent Management, Employee Relations, and HR Policy/Compliance. Over the course of her career she has hired, coached, and mentored hundreds of candidates. In 2011, she launched a blog called “The Aristocracy of HR”, an HR blog that was created to discuss Talent Management triumphs, blunders, and best practices. She is a regular contributor for ERE.net , an online go-to source for corporate recruiters. In 2012, she is due to launch, an HR consulting firm specializing in Talent Management and HR Technology consulting/advisory services. Follow her blog "The Aristocracy of HR" at http://hr.toolbox.com/blogs/aristocracy-hr/ . Connect with her on LinkedIn and Google+. Follow her tweets on Twitter @CzarinaofHR.

Connect w/ JoAnn: Twitter: @joanncorley Facebook

Priceless Insights From A Google Employee

2012-10-05T09:42:00.001-04:00

This is a curated post...it's rich with management & leadership insights and definitely worth passing along! I've always been curious...what would someone on the inside say! Well...read on.

4 Business Lessons I learned from Google Employee Number 59

Sep 15, 2011 by Tim Gray

Comments (2)

In a little more than a decade Google has morphed from afterthought search engine into a global brand behemoth bigger than Disney, GE and maybe even Coca-Cola. In fact, the company that started out of a garage in 1998 has generated more wealth faster than any company in history and now dominates the worlds’ information landscape so thoroughly there probably isn’t a day that goes by where you don’t use it or say it.

In his new book, “I’m Feeling Lucky: Confessions of Google Employee Number 59”, Douglas Edwards, brand manager for the search-giant during its infancy, details his version of Google’s early successes and failures from the perspective of one of the few non-engineers aboard the speeding information train from 1999 to 2005.

Edwards, a career marketing professional that arrived at Google from a stodgy old media newspaper background, offers some surprising and often seemingly counter-intuitive business insights gleaned from his days sparring with co-founders Sergey Brin and Larry Page over such seemingly mundane issues as the Google Doodle on the website’s homepage.

Here are four business lessons I learned from Google Employee Number 59:

1. The presumptive answer should always be yes..
In his previous marketing role at the San Jose Mercury News, Edwards says he was inoculated with the conviction that bad ideas, “like termites must be exterminated before they could gnaw away at our core business.” If a business proposal didn’t have a guarantee of success reinforced with a five-year projection, it was a bad idea.

“If no one in authority tells you to do it, don’t,” said Edwards. Google’s philosophy was the antithesis of this. The answer was always supposed to be yes. Take initiative and do it.

Takeaway: Stop saying “here’s my concern” and start saying “here’s what you need to do to make that happen.” In order to grow and succeed in any business, concentrating on removing obstacles instead of erecting them is half the battle. In Larry Page’s Rule of Order, #4 implores: The worst thing you can do is stop someone from doing something by saying, “No. Period.” If you say no, you have to help them find a better way to get it done.

2. Your greatest business expense is opportunity costs..
More than taxes, health insurance or electricity, it is the projects you aren’t launching and the deals you aren’t making that threaten the economic stability your business.

Sergey Brin sent this message to Googlers during weekly company meetings, imploring his staff to redouble their efforts. The notion of opportunity cost plays a crucial part in ensuring that scarce resources (often time) is used efficiently.

Takeaway: If you aren’t moving forward you’re going backward. The basic economic problem is that resources are scarce relative to the purposes to which they can be applied. As a result, choices have to be made about how to use resources. Chose a path and move full-speed in that direction.

3. Sometimes there is value in “wasted” time.
Google’s “20 Percent Time” rule is well-documented. Engineers are more than encouraged to spend one day per week working on projects that aren’t necessarily in their job descriptions. According to Edwards, the concept sprung from Google engineer Paul Bucheit’s tendency to let his mind wander to other engineering conundrums while working on projects.

Bucheit’s wandering led to the development of Google’s second billion-dollar idea: the ad-serving application AdSense. The project was just something he took on himself, and in fact had even been told by project managers to drop it on several occasions.

Takeaway: The 20 Percent Time is now part of Google’s philosophy. While most business can’t afford this type of luxury, managers shouldn’t be so quick to discourage employee’s creative thinking, and even tolerate a bit of tinkering that may not immediately impact the bottom line but could ultimately have a cumulative effect on the business.

4. Insecurity can lead to productivity..
According to Edwards, Google loaded its payroll with only high-achievers not accustomed to going unacknowledged for a job well done, and despite the promise of stock options that ultimately made many of the employees extremely wealthy, most Googlers felt underappreciated. Workers were expected to excel and were seldom told so when they did so. As a result many felt unsure of their own contributions or where they stood in relations to their peers. The desire to “measure up” created a legion of uber-workers willing to put in any amount of time to succeed.

Takeaway: Despite what employee handbooks today often suggest, effusive praise could actually lead to complacency. If you’ve hired the the right staff, a little insecurity about their abilities can fuel the fire to succeed even greater heights.

Link Source: http://www.bluefountainmedia.com/blog/4-business-lessons-i-learned-from-google-employee-number-59/

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