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Get the latest news and views on the NCHRA HR+ Blog. Our goal, as always, is to connect Bay Area HR professionals with valuable practice resources and best practices information, news and views in an effort to support training, legal and legislative developments, quality service providers, and HR professionals--helping them to form career-long networks and partnerships.

 

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Seeing Through The Smokescreen

Posted By Laurie A. Pehar Borsh, Wednesday, June 14, 2017
Updated: Wednesday, June 14, 2017

Join David Kovacovich at the NCHRA Compensation Conference, June 23rd in San Francisco, for a (what will prove to be) a lively session entitled, Trends, Best Practices and the Real World of Pay. Learn more and register here.

Dave’s mission is to educate HR Pros on business strategy, individual development and the ability to scale Human Capital Management technology to measure Employee Program success.

As I navigate my 10th year in the Human Capital Management space, I honestly don’t believe there has ever been a more exciting time in our industry!

Technology is vibrant and scale-able, workforce engagement has become of paramount strategic importance and new leadership minds are empowering HR Professionals to lead the charge in improving business process.

>> Read Dave's article on the new HR+ Blog.

 

Tags:  compensation  employee engagement  human resources management 

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Compounding Our Pay Problems

Posted By Laurie A. Pehar Borsh, Thursday, June 8, 2017
Updated: Thursday, June 8, 2017

By Dan Walter, CECP, CEP – President and CEO of Performensation.

Compensation Conference NCHRA San Francisco, CaliforniaAre we really doing anything? We create salary structures and write job descriptions. We organization our data and provide reports up and down the organization. We do a lot, but how much of it is making us competitive in a tight talent market?

There’s the “annual increase” –sometimes we even call it a “merit increase.” According to one study, at the beginning of 2016 companies predicted their pay budgets would increase 3% and at the end of the year they reported the actual increase was 2.6%. Similar reports from several prior years had very similar results. The results match the expectations — year after year.

>> Continue reading on the new HR West Blog.

Meet Dan Walter at the NCHRA Compensation Conference at the Wells Fargo Annex Building in San Francisco on June 23rd.

 

Tags:  compensation  Compensation Conference  payroll 

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Tailoring Employee Benefits Packages is the Future of Retention

Posted By Laurie A. Pehar Borsh, Thursday, June 1, 2017
Updated: Thursday, June 1, 2017

Contributed by Joe Flanagan, Senior Career Advisor at Velvet Jobs – Outplacement Services

With a number of different individuals working within one organization, it makes sense to tailor your benefits packages to suit your employee’s needs.  And according to recent studies, it makes even more sense if you want to retain your staff long term. 

Today’s organizations are made up of numerous types of people, from different generations, backgrounds and lifestyles which all have a critical impact on the benefits packages they are searching for from their employer.

Read more on the New HR West Blog.

 

Tags:  employee benefits  employee retention  healthcare expenditures 

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Deliberately Developmental Organizations (DDOs) – Helping Employees Become Better Versions of Themselves

Posted By Editor, Laurie, Wednesday, May 24, 2017
Updated: Thursday, June 1, 2017

HR West Blog: Contributed by Mike NormantContributed by Mike Normant - HR West Blog

I wanted to share a few thoughts on a book I’ve recently read called “An Everyone Culture – Becoming a Deliberately Developmental Organization” by Robert Kegan and Lisa Lahey. This book is exciting for organizations that want to create a culture where people can become better versions of themselves while doing great work and driving highly successful business results. Deliberately Developmental Organizations (DDOs) place a strong emphasis on raising self-awareness across all employees.

Continue reading this article on the new HR West Blog!

 

 

Tags:  COACHING  CULTURE  DDO  WORKPLACE 

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Great Leaders Move Fast!

Posted By Editor, Laurie, Tuesday, May 16, 2017
Updated: Tuesday, May 16, 2017
But they are also keen to promote quality. Speed without quality does little to improve work performance or leadership perception and effectiveness.

 

There is a saying, “It takes two to tango.” That is true in many areas of life, and it happens to be true about an important dimension of leadership — speed. But that speed is not effective unless it is accompanied by a second dimension — quality.

Consider the following data to paint a more precise picture. In a study of more than 51,000 leaders, Zenger Folkman examined two dimensions: the leader’s ability to do things fast and the leader’s ability to do things right.

Leaders who were effective at doing things fast (above the 75th percentile) but not highly effective at doing things right (below the 75th percentile), had a 2 percent probability of being an extraordinary leader, defined as being in the top 10 percent of leaders.

On the other hand, leaders who were rated highly at doing things right (above 75th percentile), but not doing things fast (below 75th percentile), were nearly the same. This group had a 3 percent probability of being an extraordinary leader. However, those leaders rated highly at doing thing both fast and right had a 96 percent probability of being an extraordinary leader.

However, these two elements are not cut from the same cloth. Quality needs to exist to a certain level. Once that standard is met, there is usually no payoff in constantly improving quality. For example, if an automotive plant is stamping out door panels, and each panel meets the standard for measurement, contour and lack of surface blemishes, further quality emphasis does not produce greater value. Speed, on the other hand, is different. It has the potential for nearly limitless improvement. As long as the plant maintains quality, producing door panels at a faster rate does indeed create greater value.

Applying this principle to leadership behavior is not difficult. If a leader moves at an extremely rapid pace to get things done, but is sloppy or makes subpar decisions, that leader creates little value. Speed alone is of little advantage. Work must be accurate.

However, leaders who execute, respond and make decisions quickly and correctly will be perceived as more effective leaders than those who do not. In contrast, the leader who makes sound decisions, but who moves at a plodding pace, may create some value. But that level of value creation is far below a comparable leader in the same role who makes decisions, takes initiative, reacts to customers and drives better work processes at a brisk, ever increasing pace.

There are three proven pathways to increase speed while not losing sight of quality.

  1. Possess knowledge and expertise. There is a significant correlation between a leader’s ability to move quickly and their knowledge and expertise. Knowledge enables a person to move faster. When someone doesn’t know something, he or she will often slow down. Leaders who are the most successful are persistent students. To improve knowledge, start by identifying knowledge gaps. Then recruit mentors. Seek out stretch job assignments that force learning. Encourage leaders to learn from team members as well.

  2. Communicate powerfully. In business, many precious hours are wasted due to ineffective communication. When team members are well informed, they can execute faster. When messages are reinforced, they are remembered. Good communication is not going in one direction. When leaders take time to listen to others and ask intelligent questions, they understand other’s concerns and perspectives on how things could be done better. Communicating powerfully starts with telling more, asking more, and listening more. By improving the communication quality one naturally improves both work speed and quality.

  3. Take initiative. When leaders take initiative, they take ownership in a task. Individuals who initiate action usually can be counted on to follow through. Usually they are willing to go the proverbial extra mile. On the other hand, our research showed those who are not as effective at initiating action tend to not follow through on all of their commitments. They were inclined to hold back and take a slower pace. Excuses like “I was busy with other things” or “It was not my top priority” were frequently heard as justification for their failure to deliver good work in a timely manner. To improve leadership speed, individuals must be encouraged to take the driver’s seat instead of sitting in the back.

Speed can affect all aspects of life. But for those individuals tired of feeling like they are 10 steps behind, there is a way to catch up. As leaders work to increase their speed, keep an eye on speed’s partner, quality. It does take two to tango.

Jack Zenger is the CEO of Zenger Folkman, a strengths-based leadership development firm. 
Meet Jack at the Women's Leadership Conference.

WOMEN'S LEADEERSHIP CONFERENCE

Tags:  HR Leadership  HR Management  leader effectiveness  Leadership  Leadership development  Women's Leadership Conference  work performance 

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