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Writing an Employee Handbook |
| November 13, 2007Time: 1:00 pm ET (12:00 pm CT, 11:00 am MT, 10:00 am PT) Length: 1 hour 30 minutes |
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| OVERVIEW |
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Are you overwhelmed with the task of revising your existing employee handbook or of preparing a new employee handbook? Are you unclear about what types of employment policies are required by federal law? Stop worrying and attend this teleconference. You will learn which policies are required by law and what employment laws apply to employee handbooks. Take the first step to creating your employee handbook – register for this teleconference today.
AGENDA I. Overview
FACULTY Michael J. Sciotti, Hancock & Estabrook, LLP Michael J. Sciotti is an attorney with the law firm of Hancock & Estabrook, LLP. He is a graduate of the Rochester Institute of Technology (B.S. degree) and the Syracuse University College of Law (J.D. and LL.M. degrees). Mr. Sciotti is a partner with the firm and is the chair of the firm 19s Labor and Employment Law Practice Group. In addition, he serves as a member of the firm 19s Intellectual Property and Healthcare Practice Groups. His practice work includes jury trials, investigations, labor audits, supervisory and employee training, claims under the Title VII of the Civil Rights Act, Age Discrimination in Employment Act, Americans with Disabilities Act, Fair Labor Standards Act, Family and Medical Leave Act, Employee Retirement Income Security Act, New York State Human Rights Law, New York State Workers 19 Compensation Law, New York State Labor Law, employment agreement disputes, trade secret and copyright litigation, and pharmaceutical price dispute litigation. Mr. Sciotti is a member of the American Bar Association, the New York State Bar Association, the Onondaga County Bar Association, the Northern District of New York Federal Bar Association, the New York State Academy of Trial Lawyers, the Society for Human Resource Management and the Defense Research Institute. He has spoken at numerous seminars on a wide variety of labor and employment topics, and is a mediator, arbitrator and early neutral evaluator for the U.S. District Court for the Northern District of New York.
TELECONFERENCE OVERVIEW
* 90-minute seminar (Travel-Free) delivered over the phone.
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Entries categorized as ‘HR’
Writing an Employee Handbook (TELECONFERENCE)
November 8, 2007 · 1 Comment
Categories: HR · TELECONFERENCE · employee · handbook
Business Plan
September 26, 2007 · Leave a Comment
Business Plan
[Click here and type your business name]
[Click here and type your address]
[Click here and type your phone number]
[Click here and type the date]
[Click here and type the people on the management team]
This document is confidential.
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Executive Summary
This section is a summary of the information from the pages that follow. Prepare it last, after the business plan has been written. It should not exceed two pages. Headings to use in the Executive Summary:
A. Vision/Mission Statement
B. Company Summary
C. Products/Services
D. Market Assessment
E. Strategic Implementation
F. Expected Outcomes
Vision/Mission Statement and Goals
A. Vision Statement
The vision/mission statements are clear summaries of where the business is headed. It describes what the business produces, who products are produced for, and unique business characteristics. It will reflect the values of the management team and the type of business culture you are trying to create.
B. Goals and Objectives
What do you want your business to achieve? Be specific in terms of financial performance, resource commitments (time and money) and risk.
When will various milestones be achieved?
C. Keys to Success
What do you need, or must happen, for you to succeed?
Company Summary
The material in this section is an introduction to the firm.
A. Company Background
What does your business do?
Who were the founders of the business?
What were the important milestones in the development of the business?
B. Resources, Facilities and Equipment
With what do you produce your products or services?
What are the land, equipment, human and financial resources?
Who provides them?
How are resource providers rewarded?
C. Marketing Methods
What is your annual sales volume in dollars and units?
Explain how you work with others to improve returns. This may include a strategic alliance with suppliers or customers that you can leverage.
Do you use forward contracting, options, or futures? If so, how?
How much does it cost to produce and deliver your products and services?
How is contracting used?
D. Management and Organization
Who is currently on the management team?
How have management responsibilities been divided among the management team?
What are the lines of authority?
Who acts as the president/CEO? spokesperson? Chief Financial Officer?
Who determines employees’ salaries and conducts performance reviews?
What is the educational background of the management team members?
What is the management team’s reputation in the community?
What special skills and abilities does the management team have?
What additional skills does the management team need?
Who are the key people and personnel that make your business run?
Who do you go to for advice and support?
Do management and employees have avenues for personal development?
Sketch a diagram of lines of authority for your operation.
E. Ownership Structure
Who are the primary stakeholders in your business?
Describe the legal form of your company, such as partnership, proprietorship, or corporation.
Do you need special permits to operate, or a record for inspections? If you do, please describe them.
F. Social Responsibility
What environmental practices do you follow?
What procedures do you use for handling chemicals?
What noise/dust/timing/odor policies do you have?
What will be the roles of management and employees in community organizations?
What will be your involvement at the local/state/national level in commodity organizations?
What training and new employee orientation practices will you offer to insure proper handling of hazardous materials and safe operation of equipment?
G. Internal Analysis
What are the strengths and weaknesses of your firm?
What are the relative strengths of each enterprise or business unit within the firm?
What are the core competencies (things you are doing better than others) of your firm?
What things can you build on? Think only about the things that you can control.
Suggested areas to consider:
· knowledge and work
· financial position
· productivity
· family
· lifestyle
· location
· resources
What enterprise or business unit should be exited?
What enterprise or business unit shows promise?
Products and/or Services
Describe the products and services you plan to sell.
How is your product or service unique?
Are you producing a commodity or a differentiated product?
How does your product or service compare to other products in
Quality? Price? Location?
What experience do you have with this product/service?
Market Assessment
A. Examining the General Market
How is the market characterized?
Are there clear segments in the market? Describe them.
What important customer need(s) is the market not currently fulfilling?
What is the growth potential for each segment of the market?
What opportunities and threats does your firm face?
What does an analysis using the Five Forces model suggest about your industry? Who is your competition (in light of the Five Forces)?
What trends, relevant to your business, do you see?
What are the drivers of change?
What political and legal issues do you face, such as zoning, environmental laws, inspections, etc?
B. Customer Analysis
Who will be your customers?
What do you sell to each of the customers?
How does your product/service solve a key customer problem?
How difficult is it to retain a customer?
How much does it cost to support a customer?
C. Industry Analysis
D. Strategic Alternatives
Strategic Implementation
A. Production
How will you produce your product?
What value will you create and capture with your product?
What is your competitive advantage?
What technology will you use, i.e. reduced tillage, GPS systems, etc.?
What processes will you use to produce products?
What growth options will you use to develop the business unit?
· Enterprise Expansion
· Replicate
· Integrate
· Network
What is the anticipated timeline?
B. Resource Needs
In order to effectively organize your business you need to insure the resources are available. Assess those needs here.
a) Human
What skills are needed?
How will human resources be acquired?
b) Financial
What level of financial resources will be needed?
c) Physical
What type, quantity and quality of physical resources will be required?
C. Sourcing/Procurement Strategy
On what do you base a decision to buy products or services? Price? Quality? Convenience? Extra service? A combination?
By what venue will you find suppliers — local dealer, Internet, direct from manufacturer, etc.?
D. Marketing Strategy
What is your sales plan?
What advertising and promotion will be used to increase sales/awareness?
Where will you sell products/services?
Will you use the open market or contracts?
Do you have a preferred market outlet?
Are you a qualified supplier for a specific processor or buyer?
How will you price the product?
a) Hedging, forward pricing, options
How will you use these to mitigate your risk?
b) Contracting
Will you use production or marketing contracting to reduce risk?
c) Insurance
How will you use crop, liability and other insurance?
E. Performance Standards
What performance standards will be used to monitor this enterprise or business unit?
What are acceptable performance standards?
What yield or output levels could you attain?
What efficiency levels will you reach?
What procedures will be used to monitor performance?
Who is responsible for monitoring performance?
What industry benchmarks will be used to assess performance?
Financial Plan
A. Financial Projections
How will you fund the business?
What is your desired debt and equity position?
Who will provide capital debt funds?
What role will leasing play in your financial strategy?
Will you use outside investors for equity capital?
How will you manage the financial risks your business faces?
What operating procedures, such as developing cash flow budgets or spending limits, will you have to ensure adequate money for debt repayment?
What are the important assumptions that underlie your projections? These assumptions may be associated with both external or internal factors.
What financial aspects of your business (equity, asset growth, ROA, ROE, etc.) will you monitor?
What procedures will be used for monitoring overall business performance?
What level of performance will your business shoot for? These should be targets for next year and in five years. They should be financial performance standards used to monitor the overall business.
What yield and output levels could you attain? What efficiency levels will you reach?
B. Contingency Plan
What will you do if you can’t follow through with your primary plan?
How are you preparing for an emergency in your business?
How will the business function if something happens to one of the key members of the management team?
Categories: HR · business plan · human resources
Kuwair Labor Law (Arabic)
September 20, 2007 · 1 Comment
قانــــون العمل
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Categories: HR · hr forms · human resources · jobs · labor · labor law · work
HUMAN RESOURCE PLANNING*
September 20, 2007 · Leave a Comment
Human Resource Planning is a relatively traditional discipline. However the
world of business is changing rapidly and new tools are necessary if we in
HR are to meet these new challenges. This is a list of “New Age” HR planning
tools that you might consider adding to your HR “toolkit”.
- *Corporate Head count “Fat” Assessment Plan *
Ever wonder why the decision that we need layoffs seems to come up as
a surprise? Why not establish a set of assessment tools that will let you
know in advance where head count and overhead costs are excessive.
- *Redeployment / Agility Plans*
In this changing world it is not uncommon for new markets and products
to open (and close) rapidly. Companies need to have a strategy to remain
“agile” and to be able to move people, and resources rapidly from areas of
low return to areas of a higher return.
- *”Smoke” Detectors (Predictors) *
If HR is to be proactive it needs to be able to anticipate problems.
Developing HR systems and metrics known as “smoke detectors” that indicate
potential problems might give us sufficient time to develop plans and
strategies to either avoid the problem or minimize its impact.
- *Bench Strength (Back Fill) Plan *
In this time of high turnover, it’s increasingly essential to have a
strategy of identifying and developing individuals that can take over if an
employee leaves. A bench strength plan differs from traditional succession
planning in that it only covers replacing key jobs within a single
department. It is not a company-wide succession plan. Individual managers
are held responsible for developing at least one individual to fill every
key job.
- *Employee Challenge Plan*
One of the primary reasons employees leave their jobs is due to a lack
of challenge. HR can dramatically increase retention rates if it gets
managers to develop individual “Challenge Plans” for each worker. The plan
is reviewed each month to ensure that the individual is constantly growing
and feels challenged.
- *Retention Plan*
A retention plan is a corporate strategy to lower turnover. The first
step is to identify key performers and hard to fill positions. Individuals
that may be “at risk” are identified. Individuals or position -wide
strategies are then developed to increase their retention rates. Additional
efforts are made to identify why people stay in their jobs and why people
leave.
- *Quality of Labor Supply Forecasts*
Identifying the “quality” of the future labor supply is a medium term
strategy based on the assumption that the available labor force will not
have the competencies and skills that our company needs. Accurate
forecasting will allow a company to prepare training and development plans
to upgrade the available talent. Adequate preparation will give us a
competitive talent advantage over our rivals.
- *Horizontal Progression Plan*
Because most companies have delayered or eliminated many management
positions there are fewer opportunities for promotion to stimulate workers.
As a result, companies need to develop horizontal transfer and job rotation
plans to ensure the continued development of both technical and managerial
skills among our top employees.
- *Work/Life Balance Supply/Demand Forecasts*
New hires, as well as our current workers are demanding an increasing
array of benefits and work life balance options. HR needs to develop
strategies to accurately assess what those work life balance demands will
be. It must also be able to forecast what percentage of our work force will
choose to participate in work life balance programs like job sharing and
sabbaticals. This forecast will enable us to be prepared for the decreased
amount of hours our employees will be willing to put in.
- *Learning / Knowledge Plan*
Companies are becoming increasingly aware that a major competitive
advantage occurs when a company can rapidly acquire information/ solutions
and swiftly share them throughout the company. HR can help by assisting
managers in developing individual and corporate wide learning plans and
strategies to increase our speed of learning and the application of that
knowledge within our company.
- *Skills/ Competency Inventories*
In order to rapidly redeploy resources and fill unexpected vacancies
HR must develop computerized skill or competency inventories. Such
inventories allow us to “throw” talent at a problem because we are aware of
which individuals in our corporation have the needed skill or experience to
solve that problem. These inventories do not require people to move between
positions as they can also be used as sources for advice and benchmarking.
- *Interest Inventories*
In order to retain employees it is essential that we have a strategy
for identifying and meeting the changing needs of our workers. By asking
workers What projects they might like to work on? What skills they would
like to develop? and What individuals or teams would they like to work with?
managers can develop strategies for increasing a worker excitement and
productivity levels.
- *Candidate Expectation (offer acceptance criteria) Forecast *
The increased number of job openings and the “unique” expectations of
the current crop of generation Xer’s and college hires makes it increasingly
more difficult to get candidates to accept an offer. By using focus groups
and surveys companies can identify and forecast the unique offer acceptance
demands of it’s recruits. Accurate forecasts can give the company sufficient
time to develop the array of programs and benefits that are increasingly
essential to get a candidate to say yes.
- *HR Competitive Analysis*
As CEOs become increasingly aware of the value of strong HR programs
they’re demanding that each and every program we offer is superior to that
of our direct competitors. This requires a side by side and program by
program s assessment on how every HR program we currently have is superior
to our competitors. In addition, in order to continually improve, HR must
show an improvement each year in our “this year to last years” comparison.
- *Bad Management Identification Program*
One of the primary reasons that employees quit their jobs are the bad
management practices of their direct supervisor. Companies often thrown
managers into their jobs with little training or preparation Through the use
of surveys, 360 degree assessments and interviews companies can identify
“bad managers”. The organization can then develop strategies for fixing
these managers, transferring them back to more technical jobs or for
releasing them. Because managers are responsible for meeting many employee
needs that are cited as reasons for employee turnover (communicating with
the worker, challenging them, recognizing their efforts etc.) fixing bad
managers may be the single most important factor in increasing productivity
and decreasing turnover.
- *Talent Acquisition Through Mergers & Acquisition Plan *
There are ways to acquire talent beyond traditional recruiting.
Acquiring “intact” teams and large numbers of talented people (with similar
values) rapidly is possible by having HR “scout out” target firms and then
recommending their acquisition just for their employees.
- *Targeted Succession plans*
Targeted succession plans are narrowly focused strategies for ensuring
that individuals are available to fill vacant key positions in project
teams. Targeted areas often include major software implementations, year
2000 efforts and product development teams. Most succession plans have often
failed because they were too broad. Targeted plans allow the focus and
forecasting to be more narrowly applied with the goal of increasing the
accuracy of the planning.
- *Turnover / Exit Forecast*
A strong economy coupled with large swings in the health of world
economies makes predicting the supply of labor increasingly difficult. The
other side of this issue is identifying where our company is likely to lose
key talent through turnover and retirements. This turnover forecast is
designed to predict short term vacancies in the next six months in order to
prepare the appropriate recruitment or internal promotion strategies.
Categories: HR · HRM · human resources · planning
When HR Becomes CSI
September 20, 2007 · 1 Comment
by John Sullivan
[Workforce Week September 9-15, 2007 Vol. 8 Issue 37]
HR can take some lessons from a wildly popular television show – CSI: Crime Scene Investigation – to develop methodologies for uncovering what’s killing success in an organization.
With more than 25 million viewers week after week, the television series CSI: Crime Scene Investigation is a certified hit. The crime drama, which demonstrates the use of science to prove how a crime occurred, is so popular that CBS has spun it into a three-series franchise.
The shows demonstrate again and again that assumptions are often wrong and that situations can be interpreted from a number of different angles. And each episode, believe it or not, is packed with learning opportunities for the HR profession. Unfortunately, analyzing untoward events – even ones short of murder – is something that rarely occurs in the HR function.
The effort to understand the underlying reason that an initiative or product fails is called root-cause analysis. In management circles, the efforts are also referred to as post-mortems, but some organizations refer to them as forensic HR or HR failure analysis. Companies like Intel, Microsoft, Valero, GE, Charles Schwab and MGM Grand are well known for digging deep into failures to understand how and why they occurred.
Even if HR had no responsibility for a failure in question, it must become accountable for identifying the causes of the failure and the steps that can be taken to prevent future occurrences.
You need a failure analysis process:
The premise of CSI is that careful examination and application of scientific methods can solve crimes. Prior to the introduction of crime-scene investigation protocols, investigators relied on hunches, treating each case as if it were unique. Today, the protocols insure that a methodical, repeatable process is followed, and point investigators to the answers more quickly as patterns emerge from crime to crime.
I have visited a great many HR operations and can attest that they rarely conduct themselves like a CSI team. Too many practitioners view HR as an art and not a science. They make assumptions, but rarely implement protocols to test their validity. As a result, numerous HR organizations are constantly putting out organizational fires that could have been predicted and prevented.
There are lots of reasons why HR is in this bind, but the overriding reason is that HR people traditionally are not trained in financial analysis – the very tool they need to ascertain why something failed. And they find it difficult to get help from finance, because HR typically doesn’t speak finance’s language. It’s like a beat cop who doesn’t grasp the basics of forensic science trying to talk shop with Gil Grissom, CSI’s lead investigator.
Where to start:
Crime scene investigators have learned that ascertaining how – and even why – a victim was murdered must be a methodical, dispassionate process. Organizations that want to understand why things went wrong need to assemble a failure-analysis team and develop a process or a template to use when examining such breakdowns. With a process in place, HR professionals need to acknowledge a harsh truth: Nearly every failure in an organization can be tracked back to workforce issues.
For example: Post-mortems routinely reveal that organizations make a bad hires at least a third of the time. Employees who are let go and top performers who quit must also be counted as failures. Add to that list those top candidates who reject offers, poor union relations and performance management efforts that fail to produce results, and it is clear that most HR organizations are awash in failure.
Getting to the root:
Painful though it may be, you must prioritize your failures based on their frequency of occurrence and financial impact. Then apply the three-step root-cause analysis process:
1. Define the failure. (In detail, how does the outcome vary from the goal?)
2. Measure the failure. (How far off were you? Do such failures happen all the time?)
3. Uncover cause-and-effect relationships. (How do successful projects differ from unsuccessful ones?)
Over time, or through pilot projects, you can determine if a variance consistently leads to failure or to success. Advanced failure-analysis groups can then go on to identify precursors to a variance. By discovering those patterns, companies can prevent failures in the future. Follow CSI’s lead: Give your investigation team the tools it needs, report to the scene of your organization’s “crime” and get to work. What you see before you is an opportunity to learn – and improve business results.
[About the Author: John Sullivan is a professor of management at San Francisco State University, where he has taught for more than 30 years.]
Categories: HR · HRM · csi · human resources
Free HR Forms
September 19, 2007 · 3 Comments
Hire, manage and motivate your employees more effectively with this collection of useful forms.
All FormNet forms on this site are subject to this disclaimer. Please review prior to using any form. Forms are either in Microsoft Word or Excel format.
Daily Time Sheet
This form helps you keep track of each employee’s hours on a daily basis. This form can be used in conjunction with the Monthly Employee Attendance Record.
Download this Word documentEmployee Handbook
The Employee Handbook outlines a company’s employment-related policies. When you present it to employees, you should also have them sign an Acknowledgement of Receipt of Employee Handbook.
Employee Handbook Receipt
Present this form to employees when you give them an employee handbook. Make sure they return this form to you signed and file it as proof that the employee has read the handbook and agreed to its terms.
Employee Self-Evaluation
Give this form to an employee before a performance review or at any time to evaluate an employee’s understanding of their job, your organization, its structure and the employee’s role in it.
Employment Application – Long
Use this longer Employment Application when hiring long-term employees, managers and executives. It provides room for applicants to list several former employers, scholastic honors and future studies, and three personal references.
Employment Application – Short
This Short Employment Application will be sufficient for most of your company’s hires. For longer-term and executive positions, use the Long Employment Application form.
Group Payroll Record
This form allows the employer to view all employees’ hours at one time. This form can be used in conjunction with the Quarterly Payroll Record form.
Independent Contractor’s Agreement
If you have employees who are independent contractors, clarify and document that relationship with this agreement.
Job Analysis
This form aids you in the employee selection process. Use it with the Job Description form to create recruitment materials, such as classified ads, to determine what attributes you’re looking for.
Job Applicant Dismissal
Unfortunately, not every resume you receive will be a perfect match. That’s why we’re offering an Applicant Dismissal form letter, which you should send to job seekers who don’t fit your needs.
Job Description
Use this form to describe the duties of a certain job and how the job relates to other positions in the company. Use this form in conjuction with the Job Analysis form to create recruitment materials, such as classified ads.
Monthly Employee Attendance Record
Use this form to record the attendance of an employee on a monthly basis. This form gives a detailed record of the reasons for the employee’s absences. To record attendance on a daily basis, use the Daily Time Sheet.
Offer of Employment and Employment Contract
Found the perfect job candidate? Hire them right by formally announcing the offer of employment and documenting the terms of the employee agreement.
On-the-Job Training Chart
This form provides a four-step process for employee training. Consult it throughout the training process to understand each step, its purpose and what to do next.
Performance Evaluation
When evaluating employees, it helps to have a form to guide you and to record the review. Choose the form that works best for your business and use it to provide a written review of an employee’s quality of work and interaction with co-workers.
Personnel Change Notice
Use this form to record changes in an employee’s status–a new hire, a terminated employee or an employee who has changed position or salary.
Quarterly Payroll Record
This form allows the employer to see an employees’ hours from a quarterly viewpoint. This form can be used in conjunction with the Group Payroll form, the Daily Time Sheet, the Weekly Time Card and the Monthly Employee Attendence Record.
Record of Disciplinary Action
Use this form to formally document a disciplinary action against an employee and establish the terms of the employee’s probation. The form serves as a formal written warning so that the employee can’t suggest they didn’t receive warnings or discipline.
Weekly Time Card
This form is used to keep a weekly record of an employee’s time, specifically for payroll purposes. Use the form in conjuction with the Daily Time Sheet and Monthly Employee Attendence Record.
Work for Hire and Proprietary Agreement
This contract is used to maintain the confidentiality of proprietary information and to specify legal ownership of any original properties conceived by a contractor for your business.
Job Description
September 19, 2007 · 2 Comments
I’m preparing a Job description bank for all our employees. The way I do it is list the job titles at our company, then search as many descriptions as I can from job sites and links like below, then I meet with the employee and do a Q/A session then meet with department managers and go through the results, then have the CEO approve them and I’m done.
This of course can help me in setting the career path for each employee and also setup a succession plan as well, then I can see if who needs training and in what field.
If anyone knows or can add to this way of doing it, please do so.
Thanks,
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Corporate Attorney Job Description |
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Engineer Job Description |
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Accountant Job Description |
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Manager Description |
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Controller Descriptions |
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VP – Sales & Marketing Descriptions |
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VP – Human Resources Description |
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Computer Programmer Description | |
CFO Description |
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Application Analyst Desciptions | |
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Service Representative Job Description
Hiring and retaining quality workers is difficult. That is why a good hire starts with an excellent job description. We offer a wide range of job description forms that will help your organization by using them as-is or modifying them as a template to suit your particular job opening.
Download and use the Job Descriptions that we are offering. They come in MS Word format, as well as in PDF.
Job descriptions are crucial for hiring and retaining the best workers. Often, employees are lead to believe a job is one thing only to be disappointed to find that the employment is not as satisfying and challenging. The result is an employee who is difficult to motivate.
One root cause is the job description originally drawn up the organization itself. It is important to do yearly job surveys in order to understand exactly what the employees are doing. What some managers fail to understand is that employee roles tend to change and morph according to their skills and talents as well as evolving workplace demands.
For this reason we advocate that the HR manager or other administrator conduct an employee job survey and review their Job Descriptions to make sure they match up. Any subsequent employee search will be dependent on an accurate description so that when the employee is hired there will be no surprises, and the quality level and productivity will rise company-wide.
Categories: HR · HRM · boss · employee · human resources · job description · qualifications · skills · work
Human resources processes, recruitment and selection, training
September 19, 2007 · Leave a Comment
age diversity and age discrimination
360 degree appraisals tips and templates
bloom’s taxonomy of learning domains
employment termination, dismissal, redundancy, letters templates and style
exit interviews, questions examples, tips
grievance procedures letters samples for employees
group selection recruitment method
induction training checklist, template and tips
job interviews – tips, techniques, questions, answers
job descriptions, writing templates and examples
multiple intelligences – howard gardner’s theory and the VAK learning styles inventory
performance appraisals – process and appraisals form template
training and developing people – how to
Categories: 360 · HR · human resources · process · recruitment · test · training
2008 HR Rising Stars Nomination Form
September 19, 2007 · Leave a Comment
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Deadline for Submissions: January 25, 2008 In its third annual competition, Human Resource Executive® magazine is, once again, looking for HR professionals near the top of their organization’s human resource function who have demonstrated leadership in their current position, the ability to successfully launch significant HR initiatives and programs, and the ability to tackle major HR-related challenges. To be considered, candidates must either be leading–but not senior-most—HR executives of their organizations or the heads of major HR disciplines–staffing, training and development, benefits and compensation, etc.. They must have a minimum of four years experience in HR or a related profession and one year of experience in their current organization. Those presently in the senior-most HR position of an organization or operating company/unit do not qualify for consideration. Nominations will be accepted from the candidate’s supervisor (i.e., senior HR executive) or other executives or officers at a similar level of the organization or higher. Consultants and those associated with supplier organizations are also invited to submit nominations. Candidates may also nominate themselves, but must separately submit a letter of recommendation from their supervisor (i.e., senior HR executive). Recommendation letter should be e-mailed separately to hreletters@lrp.com with “HR Rising Stars Letter of Recommendation” in the subject line. A panel of judges assembled by Human Resource Executive® will review the submissions and select the 2008 Rising Stars. Winners will be recognized in an upcoming edition of Human Resource Executive®. |
Categories: HR · human resources
The 6 Employee Types: What Jobs Do They Match?
September 18, 2007 · Leave a Comment
Author Richard Warner says you must know what personality types employees are before you can match them to the right jobs. He outlines 6 types in a recent book.
There’s been a lot of talk in business circles lately about “alignment,” which basically means getting all the assets of your business pointed toward the same goals.
In people terms, that means matching the right person to the right job. The first step in that process is knowing the types of personalities frequently found in business, and what kind of jobs they’re best for.
One author who’s identified these common personalities is Richard Warner, founder of Warner Design Associates in San Diego, California, and author of the book All Hands on Deck: Choosing the Right People for the Right Jobs. Warner recently wrote a white paper outlining 6 personality types for our subscription website, HR.BLR.com.
Here’s a digest version of what he had to say. Because he gave his book a nautical theme, he extended that notion to the names of his 6 personality types:
–The Captain. This is your C-level person, in a business facility, just as on a ship. Captains, says Warner, know the fundamentals of all parts of the business and how to delegate tasks to make that business go, without overmanaging. Warner compares them to “ideal parents,” who “never play favorites and always take time to address problems and give encouragement and advice.” Captains, says Warner, should be given full power to enforce all regulations in their areas.
–The Explorer. Just as in the world of science, explorers constantly seek new ideas and territories to counter. They’re risk takers and yes, often rule benders. But if you give them the latitude they crave, they can take your company to whole new worlds. “If you want to develop new ideas and be innovative with old ones, find yourself an explorer,” says Warner. But, he also warns, “rein in the explorer from far-fetched or impractical ideas.”
–The Navigator. Some may know this person by another name: the administrator. He or she will likely never be celebrated on a plaque in the lobby as a captain or explorer might, but they keep things on course and sometimes can show real vision in doing so. “Navigators think linearly,” adds Warner, “so explain your company’s history and progress. They thrive when they understand how your company got to where it is today.”
–First Mates are also administrative in nature, but less visible than Navigators. “They move about almost unnoticed,” says Warner, “but they are kind, diplomatic, and above all, dependable.” And they get things get done. Give first mates lots of praise, Warner advises, and “encourage them to speak up when they observe any problems within the company.”
–The Crew Member. While all the above are making sure work gets done, somebody has to actually do it. That’s the job of the crew. These folks are usually dependable but with ambitions limited to doing a good day’s work for a fair rate of pay. Warner strongly advises making sure that crew members have their responsibilities in writing, lest some “fall by the wayside.” Also, he reminds readers, give the crew credit for what it does. No matter how good the supervision, nothing would happen without them.
–The Stowaway, says Warner, “wants a free ride.” After worming their way into your organization with a spectacular interview, stowaways aspire to doing the least work for the most pay. Because they’re usually intelligent, Warner recommends trying to work with them. What if things don’t turn around? “Throw them overboard,” Warner says.
