What IN THE HECK IS GOING On out there??? From “Workplace Visions”

1. Thinking Through YourVolunteer Leadership Human Capital StrategiesSteve Miranda – Chief HR & Content Integration OfficerThe SHRM Washington State Council Leadership Meeting Spokane, WA

2. (A Publication of the Society for Human Resource Management) What IN THE HECK ISGOING On out there???From “Workplace Visions”

7. “Crises” Danger Opportunity Whether we like it or not, We are in the “risk management” business

8. Alternative UniverseNumber One… As we plan for our volunteer leader roles, how might the changing nature of the HR profession impact our own Human Capital development strategy? In other words… should we be considering the possibility of future “Alternative Universes?” ? ? ?

9. Alternative UniverseNumber One… The HR Professional as “Behavioral Economist” Definition: Behavioral Economics and Behavioral Finance are closely related fields making up a separate branch of economic and financial analysis using social, cognitive and emotional factors in understanding the economic decisions of consumers, borrowers and investors, and their effects on market prices. Whew! But what in the heck does this mean???

10. Why Everything is Relative – Even When It Shouldn’t Be Scenario One Scenario Two Web subscription to Economist.com US $59.00 One-year subscription to Economist.com Includes online access to all articles from The Economist since 1997 Web subscription to Economist.com US $59.00 One-year subscription to Economist.com Includes online access to all articles from The Economist since 1997 Print subscription to Economist US $125.00 One-year subscription to the print edition Of The Economist Print subscription to Economist US $125.00 One-year subscription to the print edition Of The Economist Print and Web subscription US $125.00 One-year subscription to the print edition Of The Economist and online access to all Articles from The Economist since 1997

11. Read These Books!!!

12. Alternative UniverseNumber Two… The HR Professional as “Choice Architect” Definition: A Choice Architect is someone who has the responsibility for organizing the context in which people make decisions. Examples: Person who designs the ballot voters use to choose candidates A doctor who must describe the alternative treatments available to a patient An HR professional who designs the form new employees complete to enroll in the company health care plan

13. “Humans” vs. “Economists” A Few Thoughts to Keep in Mind… Never under-estimate the power of inertia “One Size Fits All” vs. “Just Maximize Choices” “Intuitive / Automatic” vs. “Reflective / Rational” Thinking

14. Read This Book!!!

15. Alternative UniverseNumber Three… The HR Professional as “Quant” Definition: A Quant is someone who is an expert in the use of mathematics and related subjects, Often investment management and stock trading.

16. SOME INTERESTING MATH… Statement: There is a 50% chance of rain on either Saturday or Sunday Question: What’s the probability of rain on the weekend? Math: A Key Requirement for Business Respect A Simple Question from a Simple Forecast… 16

17. Math: A Key Requirement for Business Respect A Simple Question… Sunday Rain (0.5) No Rain (0.5) .25 .25 Rain (0.5) Saturday .25 .25 No Rain (0.5) Prob (Rain) = .25+.25+.25 = .75 = 75% 17

18. Math: A Key Requirement for Business Respect A Second Simple Question… • You are analyzing the annual returns for mutual funds to possibly add to your company’s 401(k) plan. • One fund has returned an average of 25% annually over the past two years. • If your staff had invested in this fund, would they have made money? Year One Starting Balance $1000 Return -50% Ending Balance $500 Year Two Starting Balance $500 Return 100% Ending Balance $1000 Average Return: 25% Effective Return: 0%

19. Read These Books!!!

20. Seeing Forward: Succession Planning at 3M

21. Video Overview • Hosted by Wayne Cascio, Ph.D. • SHRM Foundation’s 6th DVD • Filmed at 3M Headquarters, St. Paul, Minnesota • Comprehensive Interviews • Officers, Managers, and Employees

22. Video Synopsis • Human Capital Planning • Objectives of Succession Planning • Barriers to Succession Planning & Leadership Development • Five Lessons for Leadership Development & Succession Planning • Video Introduction • Description of 3M Business • Types of Successful Leadership Development Training • The Leader as Coach • Action Learning • Innovation • The Role of Strategy in Succession Planning

23. What are the key objectives of human capital planning as they pertain to succession planning? • Align Knowledge, Skills, and Abilities with Strategy • Identify Talent Earlier and Deeper • Leverage Talent • Drive Diversity • Balance Internal Development and Outside Hiring

24. What leadership attributes are most important for assessing succession candidates? • Thinks from Outside In • Drives Innovation and Growth • Develops, Teaches and Engages Others • Makes Courageous Decisions • Leads with Energy, Passion and Urgency • Lives 3M Values Will do some of this in the facilitated discussion

25. Additional Questions • What types of projects can test an employee’s leadership skills? • How can a small organization develop an effective “action learning” project? • Have you ever been involved in an “action learning” project? Please describe the positives and negatives of your experience. Will do some of this in the facilitated discussion

26. How does an organization incorporate its strategy into the succession-planning process? • Align Key Management Roles with Elements of the Organization’s Strategy • Focus on those Jobs thatare Directly Related to the Long-Term Strategy of the Company. • Avoid Diluting the Process Will do some of this in the facilitated discussion

27. Let’s tackle some VERY challenging questions…

28. Key Strategy: Before you decide on anything, make sure you understand the CONTEXT within which the decision will be made Do we want to recruit for “Fit” or “Future? What type of volunteer can we reasonably expect our organization to be able to assimilate? What’s different about recruitment and succession planning In volunteer organizations? When evaluating service and loyalty against needed competencies, which criteria should trump? When evaluating HR expertise against Management expertise, which one is more important? What does it mean to be “high potential” in a SHRM volunteer role? How do we improve our odds that our #1 candidates will accept? How will we keep the “runners up” happy? Of our seven CLAs, are some more” important” than others?

29. Recruiting How does your chapter approach the following five areas? Employment Branding Development of a Workforce Plan Interviewing for Emotional Intelligence Utilizing Assessment Tools Leveraging Social Networking

30. Recruiting Why do we always seem to forget that while most people are Hired for their experience and skills, they are Fired for their behaviors!

31. Traditional Directed Interviews (one-on-one) There are three main structures that most one-on-one employment interviews follow: • Behavioral. This is a traditional technique for assessing a candidate’s suitability for the position by reviewing past experience, personal attributes, and skills in relation to the job specification. • Competency-based. This style of interview focuses specifically on the skills needed for the job, which comprise the criteria against which applicants are measured. • Situational. This type of interview examines how applicants would react in a specified job situation.

32. Realistic Job Previews (RJPs) What are RJPs? • Designed to communicate both the desirable and undesirable aspects of a job to an applicant • Can be found in a variety of formats, including videos, verbal presentations, job tours, and written brochures • Can be used in conjunction with a one-on-one interview Benefits of RJPs • Encourage uncertain applicants to self-select out of the process • Ensure applicants have a true understanding of the job • Can reduce turnover of new employees and improve job satisfaction of those hired

33. Conducting the Interview: Questions When questioning applicants: • Start with easy questions and gradually build to more difficult or searching questions. • Don’t lead, prompt, interrupt, or help the candidate find an answer. • Avoid facial expressions that lead to an answer. • If necessary, repeat the question, but try not to rephrase it. • Prepare questions in advance to ask each applicant.

34. Market Branding Brand/Market your Chapter or State Council – Awareness is critical Board Culture  Create a high-functioning/inviting environment  Develop a meeting calendar out 1-2 years (busy volunteers need to plan)  Make meetings worthwhile (opportunity to analyze, brainstorm and problem solve vs. just a report out makes meetings more interesting  Provide professional development (preferably HR Certification Institute recertification credits) on a regular basis  Run board meetings in a professional manner and encourage networking, recognition and celebration

35. Strategic Thinking “The Ten Step Succession Plan for Chapter Leaders” – source: SHRM PowerPoint presentation on VLRC I.  Establish a strategic plan (vision, mission, goals)   II.  Evaluate current volunteer roles: confirm relevancy  III.  Establish a “line of succession” for positions Evaluate/update job descriptions Customize for your needs IV.  Analyze member roster for potential volunteer leaders V.  Determine the key leaders for whom successors will be identified

36. Ten Step Succession Plan Con’t VI.Evaluate value proposition for attracting/retaining volunteers VII.    Identify the competencies of current key leaders Identify experience and duties required Identify personality, political savvy, judgment Identify leadership skills VIII.  Select the high-potential members who will participate in succession planning         Identify gap between what the high-potential members are able to do presently and what they must do in the leadership role Create a development plan for each high-potential member to prepare him or her for the leadership position Perform development activities with each high-potential member IV.  Interview and select a member for the new leadership position V.   Evaluate it!   Communicate it!   Stick to it!

37. Volunteer Recruitment Best Practices • Co-chairing a committee – instead of one person going it alone • One shot volunteer opportunities • Using social media to identify possible new volunteers • Bringing in student members to work on a committee • Advertising to YPs in the area the value of engagement in a leadership position in a chapter for their HR career • Mentor program for volunteers • How do potential volunteers find out about volunteer opportunities with your chapter/state council? What efforts do you make? Consider creating a brochure that outlines the benefits of volunteering.

38. Volunteer Recruitment Best Practices (Continued) • Do your board members use networking time at chapter events to mention to potential members and guests what benefits volunteering for the chapter has brought to them? • Consider recruiting senior HR professionals who have become consultants or started small businesses such as staffing agencies as volunteer leaders. • Hold a meeting for potential volunteer leaders and include a free educational topic.  Provide summary information regarding the volunteer roles and have them sign up for 1-2 future positions. • Have the chapter President send a letter to key companies (senior HR, company President, etc) informing them of the value of volunteering and the benefit to the company • Ask each volunteer to call at least 3 people that could be potential volunteers.  The chapter could provide each volunteer with a small gift or reduced meeting cost.

39. Make Prospective Members Feel Welcome!!! • Have special ribbons or badges for prospective members; make sure the chapter board members watch for these ribbons/badges and make time to visit with and welcome each person. Your board and volunteer leaders should have name badges or special ribbons also. • Consider attaching a “shadow” to the potential member during their first meeting. • • Make sure that board members show the potential member/volunteer how much they appreciate their time. • • Tell the prospective member/volunteer about the chapter and what to expect if he or she volunteers . • • Describe to the prospective volunteer what you have gained from chapter volunteer leadership involvement.

40. Something to Think About • If you contacted your chapter to find out about volunteering, would someone return your phone call or e-mail? • Many of our at-large members tell us that they repeatedly attempt to contact a chapter but got no response. • It is understandable that our board members are volunteers who are very busy, but new volunteers are the lifeblood of our boards! • If our chapters makes potential volunteers feel unwelcomed in this way, we will lose them. • No one wants to be ignored  • Even if a potential volunteer contacts the wrong board member to inquire about volunteering, someone still needs to follow up.

41. An Easy Win: Returning Calls • Make sure all of your board members are aware of the importance of returning calls and e-mails from potential volunteers. • This will be many volunteers’ first impression of your board—make it a good one! • With the wide-spread acceptance of e-mail as primary communication tool, people also expect an almost immediate response—not one in a few weeks. • It only takes a few minutes to return a call or an e-mail and make a prospective volunteer feel important and valued. • Consider creating an internal “service level requirement on how quickly calls will be returned

42. What Others Are Doing: ROI of Volunteering Purpose: SHRM chapters can never have enough volunteers. This initiative is designed to provide meaningful support and encouragement to those HR professionals who would like to participate as SHRM chapter or state council volunteers but don’t feel they have their employer’s support in the process of assisting chapters in recruiting more leaders. Implementation: The program consists of video-taped interviews with CEOs from three New Jersey companies and their Vice-Presidents of Human Resources to discuss their experiences with their HR staff who have been volunteers and the benefits each received from that experience. The video is available for viewing on the GSC website. Local New Jersey chapters can also showcase the video either by linking to the GSC website or streaming the video on their websites. A variety of promotional venues were used including outreach to at-large SHRM members. In this respect, the program can also be used as a chapter membership development tool.

43. What Others Are Doing: Selective Focus A strategic partnership was developed among SHRMCV, Central Virginia Community College (CVCC), Liberty University (LU), Lynchburg City Schools (LCS) and the local community with a focus on non-profits and small businesses. These joint ventures were created to increase the awareness, knowledge and opportunities HR offers to shape and serve the missions of our organizations.

44. What Others Are Doing: Selective Focus (Continued) Implementation: SHRMCV conducted an assessment survey to determine member needs and expectations. The survey results showed a pronounced need for affordable, locally available developmental opportunities for entry-level to the most senior-level human resource professionals. The need to develop future HR leaders was also identified. As a result, SHRMCV formed the previously described partnerships and each is highlighted here. CVCC offers two developmental tracks: HR Management Institute and Occupational Safety and Health Institute and is designated as an HR Certification Institute approved provider. LU established a SHRM student chapter that is extremely active and involved with SHRMCV. LCS provides business spotlight meetings, coordinates videos to promote area businesses for recruitment opportunities and links high school students to CVCC HR programs. HR workshops are offered to the local community facilitated by SHRMCV members.

45. What Others Are Doing: Selective Focus (Continued) • Outcome: SHRMCV, SHRM, CVCC, LU, LCS and small businesses have benefited the most from our program “Advancing the HR Profession: Taking it to the Next Level!” • Our members and the local community now have access to affordable, local HR Certification Institute-approved developmental opportunities, supporting professional certifications and ongoing development with the profession. • 2) The number of participants in the program indicates that we have • found a way to fill a real need of the SHRMCV members and the • community. • 3) The certification study course has increased the number of • certified human resource professionals in our chapter.

46. What Others Are Doing: Selective Focus (Continued) 4) By successfully developing these partnerships, there is an increased level of credibility and visibility for SHRMCV as well as SHRM in our local community. 5) We continue to have more than 50 percent of our members attend monthly meetings. This is not only reflective of how membership adds value to their professional lives but also the value of SHRMCV programs. 6) There has been an increase in the number of SHRMCV members who are interested in being volunteer leaders.

47. What Others Are Doing: Chapter Volunteer Leader Rally This event was titled “CNHRMA Volunteer Leader Rally.” It was held from 5:00 p.m. to 6:30 p.m. on a Tuesday evening at a hotel with easy access for everyone. The chapter was at a point where no new members were interested in volunteering at the chapter. The chapter leadership knew there were a lot of professionals who would benefit from being a volunteer leader. The evening was set up with registration from 5:00 p.m. to 5:10 p.m., social time from 5:00 p.m. to 5:30 p.m., speakers from 5:30 p.m. to 6:20 p.m., and closing/giveaways from 6:20 p.m. to 6:30 p.m.

48. What Others Are Doing: Chapter Volunteer Leader Rally The chapter had the room until 7:30 p.m., and people were encouraged to stay and mingle. The chapter provided hors d’oeuvres and had a cash bar available; there was no cost to anyone to attend the event. The theme of the evening was “Lessons from the Geese”: “Geese flying in formation honk to encourage those up front to keep up their speed. CNHRMA is soaring to new heights! Let’s honk for each other to keep up our efforts to serve the professional and advance the profession!”

49. Chapter Volunteer Leader Rally The chapter ordered some inexpensive horns that were very bright in color, and used them to decorate the tables. The president explained the theme during the opening remarks, and it was fun to see everyone open up and use the horns the rest of the evening to applaud, etc. Now, most everyone in the chapter knows what it means when they say “Honk! Honk!” to each other. The Chapter President spoke briefly about the benefits of being a volunteer leader, and how it ties in with the state council, etc. Door prizes from the SHRMStore were given away. The total cost for the event was approximately $800 for food/room/door prizes and “thank you” gifts.

50. And While All of This is Important… At the “End of the Day” It’s All About Context How Does the Following Statement Make You Feel? a woman without her man is useless