Creating a Highly Functional HR Department
•
10 j'aime•1,745 vues
HR functions have evolved from the personnel departments of the 70’s and 80’s to the business partnerships and people functions of today. The strategic value that HR brings to an organization can vary greatly depending on the size of the organization, industry, location, core values, culture, and more. Join PayScale’s Stacey Klimek, VP of People, and Mykkah Herner, Director of Professional Services, as they discuss tips for creating a highly functional HR department in your organization.
Contenu connexe
Tendances
Tendances (20)
En vedette
En vedette (20)
Similaire à Creating a Highly Functional HR Department
Similaire à Creating a Highly Functional HR Department (20)
Plus de PayScale, Inc.
Plus de PayScale, Inc. (20)
Creating a Highly Functional HR Department
- 1. Creating a Highly Functional HR Department Stacey Klimek VP of People Mykkah Herner, MA, CCP Director of Professional Services www.payscale.com
- 2. www.payscale.com 15,000 Positions 3500 Customers 11 Countries 250 Compensable Factors 54 Million Salary Profiles
- 3. www.payscale.com Agenda • The Evolving HR Function • Driving Business Results • Gaining Executive Support • Understanding Your Workforce • Is it HR’s responsibility? • Immediate Actions
- 6. Focus on Outcomes Source: BambooHR
- 8. Goal: 2x revenue in 5 years
- 10. What do your executives care about?
- 11. Communicating with Executives Their Question Context Short Answer Justification
- 12. Case Study: Gaining buy-in for your Comp Plan
- 13. Understand the Benefits of Comp Plans 13
- 14. Socialize your plan Educate as you go, focusing on • Impact of strong comp plan on business results • Market study & results • Compensation philosophy • Compensation strategy • Guidelines for pay (structure) • Policies & Processes
- 15. Pay Ranges or Guidelines Range MidpointMinimum Maximum $20,000 $32,000 $26,000 Range Midpoint: Range Minimum: Range Maximum: Lower limit of pay range Proficiency point, aligned to market Upper limit of pay range
- 16. Maintain buy-in by reporting High Level Info o Get them familiar with a dashboard (Compa Ratio, Market Ratio, etc) o Report these on a regular basis
- 18. Make-up of your workforce Workforce Characteristics • Generations • Professional, mid, or entry level • Manual, Technical, Office, Leadership workers Organizational Characteristics • Urban vs Rural • Corporate or non-profit • More hierarchical or flat • Traditional or newer industry • Driver: Values, Profit, Growth
- 19. Identify Creative Solutions Consider Workplace “Currency” Know what motivates your employees Additional/Alternative Perks FTE preference Staggered increase or offer PTO Work assignments Development opportunities 19
- 20. Digging deeper into Generational Differences Baby Boomers (75-79M) Generation X (34-40M) Millennials (80-90M)
- 21. of company leaders do not feel confident in their managers’ ability to effectively communicate with employees about salary issues. 2014 PayScale CBPR 73%
- 22. Train Managers Compensation Engagement Management Leadership Effective communication Managing budgets Recruiting & interviewing Training & onboarding
- 24. 24 Strategic Planning Succession Planning Workforce Planning Culture EVP / Branding Total compensation Retention Areas of focus
- 25. What competencies do you need? • Strategic Communication • Organizational Development • Change Management • Data & Analytics • Business Savvy • Creativity
- 26. Immediate Actions • Evaluate your HR function • Understand your desired business outcomes • Assess your workforce for makeup, skills, gaps • Start talking with your executives • Identify key champions amongst your managers
- 27. PayScale Delivers Where Other Compensation Providers Fall Short PayScale leads the world in compensation knowledge with the freshest and most detailed data from over 40 million salary profiles. More than 3000 organizations use PayScale’s software and intelligence to get the greatest return on their talent. Smart businesses use PayScale Insight to recruit, retain and motivate their people. Visit our blog: www.payscale.com/compensation-today Join our Group on LinkedIn: Compensation Today: HR Best Practices Stacey Klimek VP of People Mykkah Herner, MA, CCP Director of Professional Services www.payscale.com
Notes de l'éditeur
- Hedge
- Hedge Creator of the largest database of individual compensation profiles in the world, PayScale, Inc. provides an immediate and precise snapshot of current market salaries to employees and employers through its online tools and software. PayScale’s products are powered by innovative search and query algorithms that dynamically acquire, analyze and aggregate compensation information for millions of individuals in real time. Publisher of the quarterly PayScale IndexTM, PayScale's subscription software products for employers include PayScale MarketRateTM and PayScale InsightTM. Among PayScale's 2,500 corporate customers are organizations small and large across industries including Mozilla, Tully’s Coffee, Clemson University and the United States Postal Service.
- HR functions have evolved from the personnel departments of the 70’s and 80’s to the business partnerships and people functions of today. The strategic value that HR brings to an organization can vary greatly depending on the size of the organization, industry, location, core values, culture, and more. Join PayScale’s Stacey Klimek, VP of People, and Mykkah Herner, Director of Professional Services, as they discuss tips for creating a highly functional HR department in your organization. Attend this webinar and learn: How to drive business results and gain executive support for HR initiatives What do they want? Understanding your workforce and tailoring programs for success What falls under the HR umbrella in a highly functional HR department
- Mykkah Changing names – evolving function. Distancing from “HR” as a name – helpful? Transactional to Strategic Examples within each
- Recent webinar – props to BambooHR Goal of HR = focus on Outcomes, and build the spokes of the wheel that ultimately drive bus results. Note: Comp isn’t a spoke, it feeds in to many of these spokes like EE engagement, Performance, Retention, Efficiency, etc…
- Digging into how we at PayScale think about Comp: it’s a keystone. Directly related to some org systems, indirectly related to others. Withstand external pressures. Sound structure, etc.
- Retain Recruit Engage Build Leaders Workforce Planning Brand Culture
- Mykkah
- Stacey Communicating with executives involves Understanding the executive audience: Put yourself in the shoes of your executives. Making sure compensation is aligned with business objectives: Present yourself as someone who understands the business. Incorporating leading edge practices: Your execs need you to keep them abreast of the best of the “best practices.” Keeping executives up to date with quick “snapshots:” Keep the details to a minimum, please. Understand the Executive Audience Your executives got to where they are by learning how to get what they want, so before approaching them you better get your ducks in a row if you hope to get want YOU want. Understand that executives: • Don’t want to be told what to do: Does anyone? • Can be distrustful of change: Change? Yeck! More hoops, more work, and more $$$. • Are used to making decisions: Do your homework to provide several options, then ask for input. It’ll make your execs feel special! • Know they know stuff Avoid coming of as a “know it all” yourself. Ask the Right Questions The RIGHT compensation policy starts with asking your executives the RIGHT questions. (We’ve provided a few right questions to get you started. Aren’t we the best?) Question: Why do you want to have a good comp program? Answer: To pay people RIGHT. Question: Why do you want to pay people right? Answer: To attract and retain top talent. Question: Why do you want top talent? Answer: To accomplish our business objectives. • Regularly REPORT OUT how the plan is performing. Your information should be high level (avoid too many details) and relevant. Hint: PayScale makes this easy with multiple dashboards. • Give them TOOLS FOR SUCCESS (e.g., reports with relevant information). • Give them INSIGHT into what employees care about. • Give them TALKING POINTS for conversation with employees.
- Communicating with executives involves Understanding the executive audience: Put yourself in the shoes of your executives. Making sure compensation is aligned with business objectives: Present yourself as someone who understands the business. Incorporating leading edge practices: Your execs need you to keep them abreast of the best of the “best practices.” Keeping executives up to date with quick “snapshots:” Keep the details to a minimum, please. Understand the Executive Audience Your executives got to where they are by learning how to get what they want, so before approaching them you better get your ducks in a row if you hope to get want YOU want. Understand that executives: • Don’t want to be told what to do: Does anyone? • Can be distrustful of change: Change? Yeck! More hoops, more work, and more $$$. • Are used to making decisions: Do your homework to provide several options, then ask for input. It’ll make your execs feel special! • Know they know stuff Avoid coming of as a “know it all” yourself. Ask the Right Questions The RIGHT compensation policy starts with asking your executives the RIGHT questions. (We’ve provided a few right questions to get you started. Aren’t we the best?) Question: Why do you want to have a good comp program? Answer: To pay people RIGHT. Question: Why do you want to pay people right? Answer: To attract and retain top talent. Question: Why do you want top talent? Answer: To accomplish our business objectives. • Regularly REPORT OUT how the plan is performing. Your information should be high level (avoid too many details) and relevant. Hint: PayScale makes this easy with multiple dashboards. • Give them TOOLS FOR SUCCESS (e.g., reports with relevant information). • Give them INSIGHT into what employees care about. • Give them TALKING POINTS for conversation with employees.
- Alignment Validates compensation strategy and aligns to business goals & results Fairness Clarifies the market and internal value for each job, and provides a way to manage employee pay effectively Ensures pay equity (legally defensible) Provides room to reward your employees based on performance, experience, etc. Communication Provides a tool to talk with employees about development Confidence Quantifies compensation costs & enables budget decisions Determines pay for non-benchmark jobs Gives HR, managers, and employees confidence that pay decisions are fact-based
- Min: Lower limit of a pay range/band. Pay for new or less proficient employees should be closer to minimum. Mid: Identifies the proficiency point. Market based ranges have a midpoint that aligns with the target percentile in the market. Max: The upper limit of a pay range/band. Pay for more tenured employees or star performers should be approaching this number.
- Along with other dashboards & “health of the organization” information, they should have the pulse of comp – org/wide – high level. 20K feet. Etc.
- - questions to ask about the makeup of your wf & how that impacts your HR decisions - Generations & how large – - Urban vs Rural - Professional vs entry level vs ? - manual vs office? - Tech, non-tech, leadership - Flat vs hierarchical - potential skills gap - Identifying talent & creating development opportunities – succession planning & leadership training / coaching -
- Mykkah Make-up Some hints of what it might mean and how that may link to other HR initiatives. What’s the challenge?
- Mykkah Some other workforce thoughts … depending who you have, you may need to get creative.
- Mykkah Leadership gap? Leadership development! --- Stacey?
- Mykkah Real concern that managers don’t know how to manage
- Mykkah – Skills to be taught in order to succeed at managing – vs just assuming they’ll figure it out. There’s an art and a skill to managing.
- Stacey
- Things that have or haven’t always fallen into HR’s responsibility
- Mykkah
- What is your biggest area of focus for 2016? Strategic Planning Workforce Planning EVP / Branding Total compensation Something Else