The New Normal

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• The New Normal
• HR Secrets
• Karl Ahlrichs, SPHR

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Successful New Products

• What do these have in common?
• Miracle Whip, 1930
• Sensor Razor, 1990
• Ipod, 2001

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• It is not necessary to change. Survival is not
  mandatory.
  Dr. W. Edwards Deming

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Current Issues Facing HR Professionals

• Federal budget deficit to soar
• 1 in 10 households in foreclosure or arrears
• Record decline in consumer discretionary spending
• Rising threat of global protectionism global
  political tensions on the rise

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Current Issues Facing HR Professionals
HR Public Policy in the New Congress and
Administration

• Labor-Management Relations
• Civil Rights Protections
• Workplace Flexibility/Leave Benefit
• Employment Verification
• Health Care Reform

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Most Popular Questions Posed to SHRM Knowledge
Center
Top Inquiries to SHRM Knowledge Center

• Most common topics
• FMLA
• FLSA Unemployment
• COBRA/ARRA
• Can we terminate?
• Swine Flu
• Layoffs

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Perceptions of the Economy
Do you believe the economy?
Do you believe that you will need to
adjust/change?
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The Hidden Problem

• Turnover is artificially low
• High Performers are waiting to move
• As confidence returns, the migration will be a
  flood
• Will the come or go? HRs actions in the next
  few months will determine the outcome

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HR Secrets That Will Make a Difference

• Accept More Risk
• Align with Operations and Lean Theory
• Forward Thinking Metrics
• Performance Management Improvement using Social
  Networks
• Get ready for hiring surge and mass migration

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• Accept
• More
• Risk

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A real-life survivor situation

• Youre on Survivor
• You go on a hike
• You get lost
• You are approached by a wolf
• You get surrounded by a wolf pack
• They are circling closer, acting hungry
• What do you do?

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Think about it

• In your work environment, when surrounded by
  people with wolf-like tendencies, we do what we
  just said
• Hide
• Attack
• Pray
• Etc.

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It isnt just one change
800
700
FUTURE SHOCK
THRESHOLD
550
Assimilation Points Used
Life
500
400
400
200
Your organiztion
100
100
75
Self
(Daryl Conner, ODR, Inc. p. 82)
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Business Myths

• Change can be controlled
• Technology will save us
• Reengineering will save us
• If we can just work harder, it will all make
  sense

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Modern Realities

• Change can be accepted
• Technology cant save us
• Reengineering cant save us
• If we just work harder, we will burn out
• and we have never been shown how to adapt.

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• Use
• Social
• Networks

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A Different View of Performance
Average Producers Middle 68
Top Performers Top 16
Poor Producers Bottom 16
.
60
60
(20)
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Fact Hire Average People and Your Star
Employees Leave.

• People want to be a part of a good unit. High
  quality people see poor quality people, and wait
  for leaders to find the problem and fix it.
• Colin Powell, SHRM 2006

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vs.Aging Organizations
Surviving Organizations
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Surviving vs. Aging
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Maslows Hierarchy

• Self-Actualized
• Self-Esteem
• Belonging
• Safety
• Survival

With modern pressure, we are stuck in Safety and
Survival
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What do survivors look like?

• Manage their own morale
• Assume ownership of changes
• Choose battles carefully
• Tolerant of management errors
• Keep the sense of humor
• Invest in solutions-not problems
• Focus on present and future-not past
• Practice good self-care

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Personality types under stress

• Conscientious becomes compulsive
• Confident becomes pushy
• Risk taker becomes rebellious
• Sensitive becomes overwhelmed
• Devoted becomes dependent
• Private becomes isolated
• Eccentric becomes bizarre

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• Align
• With Lean
• Operations

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• Forward
• Thinking
• Metrics

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Old Metrics New

• Outcome of activity
• Time to high productivity
• Turnover quality
• Training payback

• Activity
• Time to fill
• Turnover rate
• Training cost

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Other Metrics That Matter

• Customer satisfaction over time
• Sales and change over time)
• Employee error rate
• Positive patient outcomes
• Workmans compensation claims
• Company share price
• EBITDA

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What Companies Say They Want

• ROI - Fast Payback
• Better Customer Service
• Do More With Less
• Lean
• Strengthen The Team
• Repeatable Process
• Budget Neutral

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Key Metrics
Where Does Success Start?
Great Customer Service
Engaged Culture Job Fit
High Performing Employees
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You Can Measure Engagement

Truly Loyal
Accessible
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Attitude

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36
Trapped
Not Engaged


Behavior
-
Percentages are from Walkers 2007 National
Employee Loyalty Report
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Engagement affects behavior
Answers both Positive and Extremely Positive
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Engagement affects behavior
Answers Extremely Positive only
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The Trend is Clear And Troubling
Corporate Leadership Council - 2009
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• Change
• Core
• Processes

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Survival
Success Begins at the Beginning
Great Customer Service
Hiring and Managing Smart
Engaged Culture Job Fit
High Performing Employees
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Imagine a 500,000 Machine

• How much time do you spend researching the
  device?
• Can it produce?
• Will it fit our needs?
• Can we measure its success?
• Is there an instruction book?
• How do we fix it?

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Hiring is a 500,000 Decision

• Can they do the job?
• Will they do the job?
• Will they be a part of our culture?
• Is there an instruction book?
• Is there good job fit?

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What Makes a Great Employee?

• 1. _____________________
• 2. _____________________
• 3. _____________________
• 4. _____________________

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Have You

• Identified the characteristics of top performers?
• Communicated this to Supervisors/Managers?
• Modified your interviewing to include this?

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Once They Were Hired
During the Dance

• What is Valued?
• Great Resume
• Prepared for the Interview
• Showed up on time or was early
• Asked me why I like working here?
• Asked very good questions and demonstrated
  knowledge of the company and of the industry
• After the interview followed up with Thank You
  and next steps inquiry

• Characteristics of Top Performers
• Fits with the job, team and culture
• Shares values and purpose with the organization
• Learns quickly and does not get caught up in the
  wrong details
• Takes personal accountability and responsibility
  for their actions
• Has a sense of humor that defuses stress and
  conflict in the workplace
• It is not that one list is right
• and the other is wrong
• they are just different lists

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Lets Improve the Process

• Gather better data, sooner in the process
• Let tire kickers self-select out
• Build community of applicants
• Do more with less resources
• Reduce time and cost to hire
• Make system paperless

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Better Knowledge Gets Results
Open-ended questions allow you to gauge JobFit
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Employee Assessment Options

• Attitude
• Personality Behavior
• Cognitive Abilities Skill Tests
• Gimmicks that Lack Validity

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(No Transcript)
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Probability of Success
.14
Interview Background Checks Integrity
Testing Personality Testing Ability
Testing Interest Testing Job Matching

.26

.38

.54

.66

.75
Psychological Bulletin Vol. 96, No. 1, August
1994 Professor Mike Smith, University of
Manchester
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Case Study
6 month study at organization changed hiring
process to ExactHire concept with Step One Survey
II Cost - 18,500 Return - 785,000
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Feedback Loop After the Hire

• Compile information on top bottom performers
• Analyze data Pinpoint clues for hiring or
  performance
• Identify patterns of success or failure
• Change the questions or the process

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Benefits To Your Organization


Be LEAN Save time, increase profits Build a
community of high performing candidates Fix
performance management Establish leading edge
metrics Create a high performance culture Build
a sustainable organization
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• Accept
• More
• Risk

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• Align
• With
• Operations

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• Forward
• Thinking
• Metrics

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• Change
• Core
• Processes

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Ready to Share Thoughts?
Blog - www.uncommonzone.com Twit - kahlrichs

• Karl Ahlrichs, SPHR
• 317-250-9081
• www.expertspeaks.com
• karl_at_expertspeaks.com