Building A Career In Human Resources

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Building A Career In Human Resources

• Mark F. Herbert
• Chief Operating Officer
• Oregon Community Credit Union

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The Role of Human Resources

• The primary function of the new
• human resources professional is to
• attract, deploy, and effectively
• optimize the collective talents and
• abilities represented
• in our organization.

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The Role of Human Resources

• To that end I would make several
• assertions
• Advocating for employees is a management
  responsibility, not the responsibility of the
  human resources function or practitioner.
• Our most important role is to teach our internal
  clients how to manage their intellectual
  capital.
• Our approach should be systemic, not procedural.
  

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The New Human Resources Professional

• Human resources is about asset management.
• Great human resources professionals understand
  their business, the challenges, and their impact.
• A seat at the table is earned not granted.
• Think of yourself as an internal consultant with
  a daily contract.

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The Core Competencies

• An understanding of the core disciplines of human
  resources.
• A competency in the core business disciplines.
• The ability to see things systemically rather
  than linearly.
• The courage to stand alone when you need to.

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Integrity
Integrity is one of several paths. It
distinguishes itself from the others because it
is the right path, and the only one upon which
you will never get lost. M.H. McKee
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The Importance of Managing With Integrity

• Dissatisfaction/distrust of management is the
  largest contributor to turnover.
• Supervisory feedback and respect cited as two of
  the five most critical evaluation and retention
  factors.
• Litigation and unionization start with a lack of
  trust in management and leadership.

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Compliance vs. Commitment The Seven Cs

• Creating the Vision
• Clarification
• Connectedness
• Communication
• Compensation
• Control
• Commitment

Excerpted from Why This Horse Wont Drink Ken
Matejka 1991
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Gaining Commitment The Critical Strategies

• Respect
• Responsibility
• Information
• Rewards
• Loyalty

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The New Employment Entitlements

• Respect for individuals
• Clear expectations
• Meaningful, balanced feedback
• Equitable, clear reward systems

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Integrity Based Employment

• Honesty, clear expectations, and meaningful
  feedback are standard.
• Individuals manage their own careers in
  partnership with management
• Employees perceived as internal customers and
  treated accordingly.
• There is an absolute correlation between
  organizational values and organizational actions.
• Employees are expected to perform professionally,
  independently, and competently.

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Leadership vs. Management

• Leaders take initiative, managers guide
  performance.
• We know much more about managing than we do about
  leadership.
• Leaders create vision.
• Managers possess the skills to guide action
  towards the vision.

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Herberts Law of Employee Behavior

• Most employees come to work everyday wanting to
  do the right work and do it well!
• Management and leadership often get in their
  way!
• In short, you tend to get the performance you
  manage for, so manage and lead for excellence!

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Three Questions

• Do I want to lead or manage?
• What will I do differently?
• What will I leave
• behind?

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Some New Commitments

• Come to work everyday prepared to be fired for
  doing the right thing.
• Keep the best interest of your organization and
  the core values in mind when you bend a rule.
• Be flexible about process, but ruthless about
  principles!
• Leave a legacy behind you!

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Questions/Comments