THE ULTIMATE HR GENERALIST Michelle Gray SHRMCP PHR
- Slides: 16
THE ULTIMATE HR GENERALIST Michelle Gray, SHRM-CP, PHR October 20, 2016
AGENDA COVERING THE NOT SO BASIC • The HR Generalist Defined • Department of One, Department of many • Compliance • Leading by Example • One Size Doesn’t Fit All • A Day in the Life of a Generalist • Networking – Does it Matter
HR GENERALIST DEFINED Generalist: A person whose knowledge, aptitudes, and skills are applied to a field as a whole or to a variety of different fields (opposed to a specialist) HR Generalist: Performs HR-related duties on a professional level and works closely with senior HR Management or Organizations Leadership Team. Can support a region, department, or entire company. Functional support include: benefits administration, employee relations, training, recruiting, performance management, onboarding, policy implementation, compliance, safety/workers comp, compensation.
THE HR GENERALIST DEFINED Department of One or Many Talent Management (Recruit well from the beginning) Benefits Payroll Safety/Workers Comp Onboarding Investigations Compensation Training/Development Compliance
COMPLIANCE – SIMPLE APPLICATIONS Pre-Hire/Onboarding/Post-Hire Ø Ø Ø Recruit- be positive, honest, sincere Ø Don’t pretend or show a pretty picture, be honest but professional Ø Avoid negative comments regardless of your opinion or agreement Ø Location – respect the interview (minimize fish bowl or out in the open) Onboarding – make it memorable and welcomed experience Ø Have required documents ready, protect their information Ø Demonstrate the importance of culture Ø Conduct an Orientation - include COC, harassment/complaint process Ø Send out a welcome email to introduce the new employee Post-Hire – don’t forget about them Ø Follow up – do a walk through of their area, ask them how they are doing, DO – one/one meeting at least 30 days post-hire.
COMPLIANCE – SIMPLE APPLICATIONS CONT. Employee Relations Ø Investigations Ø Location of the interview – avoid the fishbowl and open areas Ø Don’t promise 100% confidentiality – Need to know Ø Ask the person bringing the concern what solution they like to see (don’t promise the outcome) Ø Respect the person you are interviewing, don’t assume the accused is guilty Ø Recommend 2 management level present (HR/Manager) Ø Don’t lead the witness, ask them if other witnesses were there Ø Always assume you are being recorded Ø Keep questions simple and open-ended (prep some questions ahead) Ø NEVER GROUP INTERVIEW…….
COMPLIANCE – SIMPLE APPLICATIONS CONT. Employee Relations – cont. Ø Ø Open Door – Employee Concerns Ø Keep a neutral position, show integrity in your discussions Ø Don’t side with the employee or make them feel you will run to management each time. Unless it warrants Need to Know Ø Build trust – don’t dismiss the concern Ø Follow up with employee Ø Do not engage in the company gossip or watercooler talks Ø YOU ARE HERE TO BUILT A GOOD PLACE TO WORK NOT FRIENDS TO HAVE HAPPY HOUR WITH……. Impact of Not Listening, Ignoring a Situation Ø Can it affect you – YES, your job and legally Ø Named into a lawsuit (even after you leave, your name is always on those documents)
LEAD BY EXAMPLE Going Outside the Norm– Engage Ø Know your Company, not just the HR side Ø Walk the halls – Learn about your peers and departments Ø Communicate at the employee level not the legal terms Ø Meet with Managers and employees at their location Ø Manager One/One’s – learn about what’s going on in their departments Ø Because something is not illegal doesn’t mean it’s ethical Ø Gossip, Rumors, Poor representation of the company, saying one thing and acting out another Ø Divulging information about others Ø Inclusive Workplace – invite others to participate, learn about employees strengths and bring to managers attention Ø BE OPEN AND ADAPTABLE TO CHANGE…. .
WATCH ME
ONE SIZE DOESN’T FIT ALL…. . Know your Audience Ø Managers, Executive, Board Ø Departments, Regions Understanding Their Communication and Behavioral Styles Ø Know your own style first (dominate, talkative, analytical, aggressive, cut to the point) Ø Tools - Disc, Pro. Scan, Elements, etc. Ø Keeping up with Technology and Social Media Ø Generation – where are they in the generational index (Boomer, X, Y, or Z)
A DAY IN THE LIFE OF AN HR GENERALIST Your wake up and plan your day, walk in and have a nice drawn out “To Do” list and can’t wait to get some items off your checklist, then it happens……. . • Manager walks in “I’ve had it with Jonathan, I want him fired now” • Payroll is due at 2: 00 and several of the managers still haven’t approved their employee timesheets • Susan calls and says I forgot I didn’t take the day off last week, I need to add that vacation day back into my time • Your Executive/VP calls and asks you for a Active/Term report and he needs it in the next 15 minutes THE LIST GOES ON……………… So what do you do NOW!!!!!! Are you? Sheepherder; calm, productive, and preparer OR… Tornado; frustrated, disorganized, and reactive
A DAY IN THE LIFE OF AN HR GENERALIST CONT. Your Reaction Matters Ø How people will perceive you Ø Your emotions show through even when you don’t think they do Ø Regardless of the other individuals behavior always be professional v Doesn’t mean you have to accept inappropriate actions, its how you respond to it Ø Body language Ø Learn a common language between you and your manager Ø Ø “Vent” versus “I need your guidance/opinion” Come with Solutions (not just issues)
SHARING TIME Take 3 minutes and discuss in your area what you’ve done that has impacted your organization and made HR a positive involvement versus the dreaded “OH, HR”
NETWORKING – DOES IT MATTER Good Networking Makes a Difference Ø Ø Ø Building a Relationship Ø People build trust when they feel there is a mutual give and take Ø You will trust someone opinion or guidance if you learn to know about them Ø Support is formed with one other Are you a Library – How much can you brain really hold Ø Even when we are experts in our field or areas of our field we can’t be everywhere and know everything all the time. Ø Having a core group you can send questions, ideas or resources to saves time and money. Ø Learn new practices and apply to your organization Your names makes a name for your company, Word of Mouth Ø When you talk about your company and you are respected others will think of you and your company
QUESTIONS Thank you
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