Newsletter Detail

MVHRA Connections - April 2021

 

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APRIL 2021

EMPLOYMENT CORNER

Check out these exciting Human Resources job opportunities:

  • HR Coordinator – IDC Spring
  • Human Resource (HRIS) Analyst – Altamira
  • HR/EHS Manager – Stolle Machinery
  • Talent Acquisition Specialist – Wilson Health
  • Chief People Office – Henny Penny

Details regarding employment opportunities can be found on the MVHRA website.


THANK YOU TO OUR APRIL SPONSORS!

  

 

         

 

 

 

 


THIS MONTH'S ARTICLES

 

PRESIDENT’S PEN

By Matt Bakota

March 31, 2021 was an unusual day for a handful of us MVHRA members. Six of us participated in a panel discussion at the Dayton Area Chamber of Commerce’s annual Talent 360 seminar.  

So what was unusual about it? It was an in-person event! Masks, social distancing, and other precautions were taken at the venue (the UD Marriott), and there was an online attendance option as well. But this was the first in-person professional seminar for all of us panelists in about a year. The same was true for nearly all of the in-person attendees, based on a show of hands when that question was posed to them during the seminar.

We heard plenty of entertaining comments about being back at an in-person event. Someone commented about having a feeling of “back to school” jitters the night before. Multiple people commented about the need to literally dust off their professional business attire after many months tucked away in the closet. Others joked about being thankful that their professional business attire still fit at all.

MVHRA enjoys partnering with DACC on this annual seminar, and it was a welcomed sign that an in-person option could even be made available this year. (Last year, of course, the seminar had to be moved to a virtual platform.) It won’t be long until our monthly MVHRA luncheon seminars are back to in-person events as well. In the meantime, please continue joining us for our monthly lunchtime webinars, and check out some newer programming offerings that we’ve made available. Those include our Diversity & Inclusion Committee’s roundtable discussion series, for which members can register for free at www.mvhra.org. A dozen MVHRA members participated in the first discussion in the series, and we hope to have even more participating in the upcoming discussions. We also are adding some networking time before our upcoming monthly webinars, beginning with the webinar in April. Be on the lookout for additional information about that new option.

Thanks to Cecilia Vocke, Joyce Whitaker, Steve Black, Carlina Figueroa, and Cindi Chibis for participating in the Talent 360 panel discussion. They brought great insight, knowledge, and several important takeaways for attendees at the seminar. And thank you to you, our MVHRA members, for your continued support of our organization! We look forward to seeing you soon.


Leveraging the PIE Model for Career Success

Submitted by Cheri Stevenot, Owner of On Line Design

James* was certain he was getting the promotion.  He had worked hard, made significant contributions to several projects, supported the team, and even led important management reviews.  But the promotion went to another less-seasoned manager, leaving James disappointed and wondering what happened.

While James* is used as a fictional example, this is a familiar storyline where talented, skilled, and dedicated employees miss out on promotions.  Perhaps you have heard similar questions:  I do a great job, but why doesn’t it seem to get noticed?  Why haven’t I been promoted?  What is required beyond just hard work?

One of the most fascinating and useful concepts I came across in my corporate career was a training class on the PIE Model, a framework which stands for Performance, Image, and Exposure.  The concept was developed by Harvey Coleman in his book Empowering Yourself, The Organizational Game Revealed and re-shared in countless articles and training events.  Although the book was first published over 25 years ago, the insights remain true and are even more relevant in today’s virtual office.

Coleman asserts that career success is based on three elements, each with a distinct impact:

1. First, there is Performance: This is the most obvious, straightforward piece of the pie. It is the work you do in your job, and how you show up and deliver against the expectations of the role.  While it is a critical piece, especially in one’s early career to establish competence, it is just a small portion at 10% of the total PIE.

2. Next, there is your Image: This is the impression others have of you, what they would say when asked what they think about you.  It is likely that your peers are also smart, high-performing individuals, so how do you become a professional among these professionals and show up differently? Image accounts for 30% of the model.

3. Finally, there is Exposure: This is who knows you, knows your work, and can speak on your behalf and sponsor and advocate for you.  Exposure is the largest focus area at 60% of the PIE. This is because your personal brand image only carries weight if others know about it.

It can be unsettling at first to realize that how well you do your job has very little to do with your career success, accounting for only about 10% of your overall career achievement.  It implies that hard work and great results are necessary, but far from sufficient.  But once you understand all the pieces of the PIE, you can begin to manage and develop these areas.

Regarding your Image, would others describe you as a problem-solver, risk taker, consensus builder…or perhaps as obstinate, a complainer, or having poor ethics?  Remember that Image can be positive, negative, or mixed.  Choose what Image you want to be known for, and work to reinforce that in your work and actions.

Exposure can also be improved once you are aware of the concept.  To what extent do key people know you and the value you bring to the organization?  You can improve your Exposure by volunteering to present at department meetings, simply sharing learnings on an important topic or highlighting work with a particular client, without directly bragging about yourself.  Seek out opportunities to contribute beyond your assigned projects or to help other departments and leaders. 

Promotion discussions typically occur among a group of managers who evaluate and select candidates based on their knowledge:

  • Do I know this person and what they have done?
  • Have I read things they have written or seen their presentations?
  • What have I heard others say about them?
  • Do I think they will do well in a higher-level role?

Keep in mind, 60% of career success is due to Exposure.  When the management team hears your name being put forward as a promotion candidate, they will first look to see what, if anything, they know about you.  If they have had no exposure to you, your odds for promotion will likely be lower.  Assuming they had some exposure to you, and it is associated with a positive Image, your chances for promotion are much better.

The PIE model is an on-going cycle over time.  As you build your Image and Exposure, that creates new pathways for Performance, which lead to greater Exposure and career opportunities.


Book of Yes!  Rethinking Employee Handbooks

Submitted by Erin Rastikis, Servant Leader, ITsHRc Recruiting & HR Consulting

Based on March’s luncheon and feedback there is an interest in more nuts and bolts behind the philosophy of “The Book of Yes” and its impact.  (As well, in the poll question “How many of you believe that traditional employee handbooks are written in a positive light?” overwhelmingly, many of you believe they are not).  Therefore, I wanted to offer some more insight on how to convert traditional employee handbooks from Book of No, to Book of Yes and encourage you to be the impact maker the Human Resources profession needs!

Knowledge Nugget #1-Words-can build up or tear down; choose a positive slant to “approach” (by approach I mean ‘policies’/practices’).  Traditional employee handbooks have a lot of negative words and phrases.  Consider eliminating negative words, i.e., don’t, termination, policy, code, punitive, retaliation, probation, or discipline.  Consider eliminating negative phrases, i.e., subject to disciplinary action, up to and including termination, don’t do this or this is what will happen, under no circumstances should you, or reserve the right to require. 

Knowledge Nugget #1 Example-Positive slant to words/phrases used in ManCo’s Book of Yes:  All ‘rigidity’ that traditional employment handbooks are written was eliminated in ManCo’s guideline.  ManCo’s guideline offers a better tone and a shared destiny experience.  Simply, it’s not called an “Employee Handbook” but is titled, “ManCo’s Good Stuff to Know”, positioning it in a more positive light from the start.  In its welcome, ManCo’s guideline encourages employee involvement inviting the reader to make suggestions on operations to be improved upon because we “…strive for constant improvement and encourage your thoughts!”.  This positioning and tone allow room for mistakes (which will inevitably be made) because, after all, we are imperfect humans.  Positive words and phrases include:  what to wear, progressive coaching, if you’re interested in knowing more, just ask and keep us in the know.

Knowledge Nugget #2-Simple is key; Ask yourself, what do people really need to know?  Consider eliminating pages upon pages and address only the most important things.  It’s not necessary to use big words and while some ‘legal jargon’ may be necessary, there is a way to position those items in a kinder way.

Knowledge Nugget #2 Example-Keeping it simple in ManCo’s Book of Yes:  ManCo’s guideline, has a section referred to as “Treating People with Respect (More about our culture)”.  In traditional employee handbooks, this section is typically referred to as “Harassment/Bullying” and outlines steps for “reporting and retaliation”.  ManCo’s guideline makes it simple and positions it in a kinder way to say, if you are offended by what someone says, does, or by their behavior, you can address it with the person as a first step or share the situation with a Manager.  If the request does not end the behavior, bring it to the attention of the Manager or another member of management.  We promise to address it and act in good faith looking into it because “…keeping our environment free from uncomfortable situations is a shared responsibility of everyone.  ManCo reserves the right to take any necessary legal action to protect its employees.” 

Knowledge Nugget #3-Level the playing field promoting equality of every employee.  Traditional employee handbooks are written with a lot of ego and superiority inferring ‘the company’ and/or ‘management’ is more important than its employees.  Eliminate the us-versus-them or company versus employees.  Don’t just treat everyone as equal, believe it and show it through actions because “Together is better!”

Knowledge Nugget #3 Example of equality in ManCo’s Book of Yes: In ManCo’s guideline, in the glossary of terms and definitions, “we/us is defined as every person in the company”.  As a second example, the Equal Employment Opportunity Statement states, “We treat all people equally!”.

Knowledge Nugget #4-Practice what you preach! Traditional employee handbooks may outline policies, practices, codes, mission and vision statements, or key behaviors, but are they lived out or demonstrated in the daily operations of the business?  If you don’t intend to follow what you state in the handbook, why include it?

Knowledge Nugget #4 Example Practicing what you preach in ManCo Book of Yes:  Part of ManCo’s  mission includes the Golden Rule=Always do the right thing!  As was mentioned in my presentation, the four (4) behaviors that ManCo strives to live out daily include, Excellence, Respect, Honesty, and Leadership.  The behaviors are lived out from the sourcing and recruiting process through the entire employment relationship including peer-to-peer interactions.  All employees hold each other accountable for the behaviors and will ‘call each other out’ (in a respectful way) when someone isn’t practicing a ManCo behavior.  As well, they build one another up according to the behaviors.   Another example in ManCo’s guideline of practicing what you preach includes a paid time off guideline for bereavement.  This guideline includes bereavement for the loss of pets! This progressive feature is reinforced by management many of whom are pet owners who value these special relationships.

Impact & results on the ManCo culture:

ManCo’s guideline has been in place for nearly two years and every word in its twelve (12) pages was intended to be positive and uplifting.  In large part, negativity has left the building; people that didn’t ‘fit’ found their way-out making room for those who wanted to be a part of an organization with a shared vision.  Employees stepped up and stepped in realizing they could create their own destiny.  The more experienced, tenured employees voluntarily mentored the newer, less experienced employees. 

Communication has opened up and improved.  First, in-house between departments then, cross communication within departments increased.  Email communication and verbal communication to owners, tenants, and with each other have improved.  Everyone is encouraging and genuinely wants one another to be successful.  Each week there are “coffee talks” centered around ManCo’s behaviors and financial impact of the golden rule of “doing the right thing”.  Coffee talks typically capture a recent on-the-job experience with owners/tenants that positively reinforces employees who have demonstrated a ManCo behavior.  Employees receive surprise gift cards for living out the culture of Yes!  This has led to employees making the right decisions not only on the job but off the job too!  The Book of Yes guideline provides the framework to build this culture of together is better.  The people of ManCo who live it out every day keep the culture of Yes guideline alive allowing ManCo to thrive, prosper and become an employer of choice.  

Is it time for our profession to rethink employee handbooks and our “approach”?  Be the impact maker our profession needs!

For a video featuring these and other comments from Erin regarding The Book of Yes, please check out the video posted to MVHRA’s YouTube channel:  https://youtu.be/LFiXZJEgt0E.


A Seismic Re-Alignment: 2021 Recruiting and Retention Challenges

Submitted by Steve Black

What do restaurant servers, financial controllers, nurses, and customer service representatives have in common?  They represent hundreds of highly sought after people companies need to fill open positions.  Restaurants, manufacturing facilities, consulting companies, healthcare organizations, and the list goes on and on are all struggling to find and keep great people. 

Over and over I hear clients say, “Where can I find people to hire?” and “How can I reduce employee turnover?”  Quickly following these questions are comments such as “Is there anyone out there who wants to work?”  The answer is “YES!”  Organizations, who reassess where the job market is and recalibrate how they operate within it will reap positive benefits.

We are amidst a seismic job market realignment causing companies to rethink their talent acquisition and management strategies.  Organizations must address who they are, how they attract and keep great people, and how they create long-term opportunities for employees. 

Causes to Consider:

  • Organizational Considerations
  • Mission & Values Matter – Complain all you want about Millennials and Gen Z, but they are challenging long-standing workplace norms and beliefs.  They are forcing organizations to provide purpose-driven work that connects with personal values, aspirations, and desires.  It is a good thing that organizations define who they are (mission), where they want to go (vision), and what they prize (values).  Gone are the days where plaques and banners display core purposes as an after-thought.  For organizations refusing to clearly define who they are, they will struggle to hire and retain top performers.  Culture (as defined by core purpose statements) must go beyond wall hangings work its way into the very DNA of who an organization is, why it exists, how it operates, where it does business, and what it does to add societal value. 
  • Diversity & Inclusion Matter – Organizations refusing to address underlying issues related to D&I will struggle to attract high performers.  Recent events highlighted the need for D&I to be top of mind in how employers recruit, develop, and retain great people.  D&I is no longer a side project.  It is front and center on the minds of many job seekers. 
  • Training & Development Matter – I often hear clients present a long list of “must haves” in who they want to hire.  No one should settle for an underwhelming hire, but it is vital to re-think the type of person necessary to fill a role.  Too often, companies look for “unicorns” instead of developing HiPos.  What is a unicorn?  A unicorn is the perfect candidate, who meets every detail of the job description, is ready to run at full speed on day one, and who does not need much training/oversight.  Sounds great, but it is not a common find.  On the other hand, a HiPo is a High Potential person, who has the capacity to do the work with the right training.  Organizations expecting to hire a “unicorn” will find themselves with lingering open positions leading to missed opportunities and long-term productivity issues.
  • Societal Considerations
  • Baby Boomer Exodus - According to the Pew Research Center, “…the Boomer labor force has been declining by 2.2. million on average each year since 2010, or about 5,900 daily.”  In addition, the United States Census Bureau, each day 10,000 Baby Boomers turn age 65, and “by 2030, all Baby Boomers will be age 65 or older.”  These are alarming numbers highlighting an ongoing struggle.  There are more jobs opening and less people to fill them. 
  • Economic / Political Considerations
  • Unemployment Benefits, Stimulus Checks, and Minimum Wage Increases – Over the past year, government legislation has aided people unable to find work (or underemployed) with generous unemployment benefits.  In addition, stimulus checks have provided needed relief to many Americans.  However, this has made it difficult for many employers (especially in lower paying industries) to fill positions.  With the potential increase of minimum wage, many organizations will experience additional constraints with filling roles. 

These causes are not “blips” on the radar, which will one day subside and return to what was once thought of as “normal.”  “Normal” has been an illusion for many years.  Underlying issues, innovations, and pressures existed.  The COVID-19 pandemic and recent race/gender-related issues served as catalysts igniting rapid exposure of the current job market re-alignment. 

Solutions to Consider:

  • Define Your Culture – Attract the Right People, Repel the Wrong People
  • Companies taking the time to go beyond mission, vision, and values wall-hangings and embedding them into key processes and outcomes are seeing a greater ability to hire.  When core values attach critical behaviors, company leaders can hire and retain for “cultural fit” and reward behaviors in line with the critical behaviors.  When doing this, people can better understand if there is a true “fit” between who they are and who the company is.
  • Stop Looking for Unicorns – Identify and Equip HiPos
  • Too often, company leaders develop a long list of supposed “must haves” in a new hire.  Rarely, does such a candidate exist.  In the meantime, long delays occur in the hiring process, and in the end, a candidate is hired rarely living up to expectations.    This approach misses out on many POTENTIAL super stars.  Companies who invest in training and development, which supports the proper onboarding of new hires will find themselves developing pipelines of talent.  No, the person may not be “ready” on day one, but they can grow into an all-star performer with the proper training, scaffolding, and coaching.  Hiring people with potential to grow into a role is becoming vital.  This does NOT mean lowering standards or compromising who/how you hire.  Rather, it is aligning expectations and onboarding/training efforts to account for reality.
  • Find New Ways to Utilize Boomers – Tap into Boomer Expertise
  • Boomers are everywhere, and that is a good thing!  Boomers possess years of experience, which needs to be utilized.  More and more Boomers are wanting to re-enter the workforce in new ways.  Sometimes, it is part-time work mentoring and coaching younger workers.  What if these Boomers played a key role in developing the HiPos we previously mentioned? 
  • Deepen Sourcing Streams – Stop “Posting and Praying” and Build Relationships
  • If your approach to hiring is post a job ad, and pray someone applies, you will find yourself in an ongoing cycle of post, pray, repeat.  Building out relationships with future candidates and nurturing those relationships will result in a more proactive approach to hiring.  What if for each job opening you had a top ten list of viable and passive candidates?  They may not entertain the job, but they often have quality people in their network ready to make a move. 
  • Write Compelling Marketing Statements – Stop Copying and Pasting the Job Description to Job Boards
  • A Compelling Marketing Statement is a shortened version of the job description bringing life and excitement to the role.  A CMS highlights challenges, opportunities, and defines what excellence looks like.  Such candidness weeds out candidates you do not want to interview, and it piques the interest of the right candidates. 
  • Embrace Opportunistic Hiring – Become Proactive with Your Hiring
  • Sometimes, the best hires are the ones that do not fit a particular role.  Great companies recognize that building teams is hard, and finding top talent is equally as difficult.  When a great person comes your way, it is an opportunity to think differently and explore other options to get the person on the team.  Get them on the bus and figure out the seat as you go!  This should not be the primary way of hiring, but it should be considered. 
  • Retain Your “A” Players – Develop Your Top Performers, Coach Out Your Under-Performers
  • In his book, First Break All the Rules, Marcus Buckingham said “Spend the most time with your best people. ... Talent is the multiplier. The more energy and attention you invest in it, the greater the yield. The time you spend with your best is, quite simply, your most productive time. ... Persistence directed primarily toward your non-talents is self-destructive. ... You will reprimand yourself, berate yourself, and put yourself through all manner of contortions in an attempt to achieve the impossible.”  It is vital that companies retain their “A” players.  To do this, they must spend most of their time developing them.  Unfortunately, many managers spend most of their time with their “C” players.  The result?  “A” players leave, and the manager is stuck with a bunch of “C” players.  When it comes to under-performers, managers must enact corrective action to set expectations.  If the person does not live up to the expectations, there should be an intentional (and caring) move to coach the person out.  On the other hand, over-performers must receive ongoing training, coaching, and development to ensure their long-term retention. 

Hiring in 2021 is a challenge.  Companies, who evolve to embrace a new way of hiring will attract top talent, retain all stars, and lay the foundation for sustainable growth.  People are out there to hire.  Jobs are available.  Determining how to connect these can become a competitive advantage for an organization.  To start, ignore the illusionary unicorn and find some solid HiPos!

Need assistance with addressing short and long term HR needs for your business? Contact me at steve.black@brixeyandmeyer.com, and we will address them proactively.

Disclaimer: This is not legal advice, but merely informed opinion or general information meant for no particular purpose.  Issues addressed often implicate federal, state, and local labor and employment laws.  This is not intended as a substitute for legal advice.  Readers should consult labor and employment counsel to determine whether their particular policies, procedures, decisions, or courses of action comply with such laws. 


Upcoming Diversity & Inclusion Committee Events

Thank you for your completing the D&I Survey for MVHRA. We appreciate your feedback and will be utilizing the results to develop content and programming to meet our members’ specific needs and interests around these topics. Based on survey results, the Committee has decided to plan small roundtable group discussions using some of the topics generated from the survey. These virtual roundtables will allow members to have open dialogue and discussion on topics that may otherwise be considered too sensitive for large group settings. The hope is that we can collaborate on best practices, share suggestions, and learn from one another during these roundtables over the next few months.

Register Today: Please click here to register for the events. Once you register, you will receive the Zoom link and login information to add to your calendar.

April 22nd 12:00-1:00 = Vaccine (Roundtable open discussion facilitated by Shelly Smith)

Information on how to speak to your black and brown employees about the importance and value of getting vaccinated.

May 19th 12:00-1:00 = Training Supervisors (Roundtable open discussion facilitated by Coretta Tengesdahl)

Discuss best practices on how to train supervisors on the value and importance of D&I efforts, what can supervisors do in the workplace to make their environments more equitable, and leadership basics FAQs.

June 24th 12:00–1:00 = Surviving the Workplace (Roundtable open discussion facilitated by Carlina Figueroa)

If you find yourself in a toxic work environment filled with drama, negative people, bullying or colleagues with destructive behaviors, we will discuss ways to boost your resiliency and best practices to begin to change the culture.


Reminder:  MVHRA Legal Services Plan Available

MVHRA has an agreement with local attorneys to provide a legal services plan for MVHRA members (the “Plan”).  The Plan is available again for 2021 and is included as part of your current membership at no additional charge.  Further details available at http://mvhra.org/myMVHRA/legal-services.cfm

Note:  You must be a MVHRA member AND logged into mvhra.org to access this service within the "MY MVHRA" link at the top of the page.


See Your Article In Our Newsletter!

MVHRA members, do you have something to submit to the MVHRA Newsletter?  Please send it to Amy Mitchell, Newsletter Committee Chair, via email at acm@amfdayton.com.


UPCOMING MEETINGS AND EVENTS

April 13, 2021

Lunchtime Webinar:  A Focus on YOU - The Humans in Human Resources

Speaker:  Dr. Karen Townsend

Time: 12: 00 PM - 1:00 PM

Location: via Zoom - you will receive login information at the bottom of your email confirmation

1:15 – 11:45 AM Attendee Welcome and Virtual Networking
Noon – 1:00 PM Webinar

Credits: This program is being submitted for approval of recertification credits by the HR Certification Institute (HRCI) and for SHRM Professional Development Credit (PDC).

 

April 22, 2021

2021 HR Collaborative Conference

Time: 8:15 AM - 2:15 PM

Location: Virtual Conference

Click HERE for more information and to register.
Continuing Education Credits: Earn up to 3 strategic/business credits and 2 general credits from SHRM and HRCI!

 

Diversity & Inclusion Series: Vaccine

Speaker: Roundtable Open Discussion facilitated by Shelly Smith

Time: 12:00 PM - 1:00 PM

Location: via Zoom - you will receive login information at the bottom of your email confirmation

Information on how to speak to your black and brown employees about the importance and value of getting vaccinated.
 

May 11, 2021

Lunchtime Webinar:  Fair Credit Reporting Act Updates and Horror Stories

Speaker:  Jared Alexander and Tammy Henry from DataFacts

Time: 12: 00 PM - 1:00 PM

Location: via Zoom - you will receive login information at the bottom of your email confirmation

Credits: This program is being submitted for approval of recertification credits by the HR Certification Institute (HRCI) and for SHRM Professional Development Credit (PDC).

 

May 19, 2021

Diversity & Inclusion Series: Training Supervisors

Speaker: Roundtable Open Discussion facilitated by Coretta Tengesdahl

Time: 12:00 PM - 1:00 PM

Location: via Zoom - you will receive login information at the bottom of your email confirmation

Discuss best practices on how to train supervisors on the value and importance of D&I efforts, what can supervisors do in the workplace to make their environments more equitable, and leadership basics FAQs.
 

June 8, 2021

Lunchtime Webinar:  Employee Engagement or Employee EnCAGEment: 6 Strategies To Keep Employees Engaged

Speaker:  Davis Robinson

Time: 12: 00 PM - 1:00 PM

Location: via Zoom - you will receive login information at the bottom of your email confirmation

Credits: This program is being submitted for approval of recertification credits by the HR Certification Institute (HRCI) and for SHRM Professional Development Credit (PDC).

 

June 24, 2021

Diversity & Inclusion Series: Surviving the Workplace

Speaker: Roundtable Open Discussion facilitated by Carlina Figueroa

Time: 12:00 PM - 1:00 PM

Location: via Zoom - you will receive login information at the bottom of your email confirmation
If you find yourself in a toxic work environment filled with drama, negative people, bullying or colleagues with destructive behaviors, we will discuss ways to boost your resiliency and best practices to begin to change the culture.

 

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