Presentation on theme: "Get the top seat in HR by being ‘not typical HR’"— Presentation transcript:
1Get the top seat in HR by being ‘not typical HR’ Carolyn KoenigChief Human Resources OfficerLaird
2Performance Materials Division EMI Solutions Who we are Laird Technologies OrganizationPerformance Materials DivisionEMI SolutionsThermal Management SolutionsSignal Integrity ProductsWireless SystemsWireless M2M & TelematicsInfrastructure Antenna SystemsWireless Automation and Control SolutionsConnectivity Products
3Key Facts more… Laird Technologies is a unit of Laird PLC. Laird PLC was founded in the early 1800’s, when John Laird founded Birkenhead Ironworks in Liverpool, UK. Through the years, the company built ships for the UK Navy, trains for rapid transit, and taxis for use in the UK. Laird PLC also had units making commodity plastics and building hardware until the 1990s. Today, Laird Technologies is the only unit of Laird PLC.The PLC is headquartered in London, UK, is quoted on the London Stock Exchange (symbol LARD) and a member of the FTSE 250 index.Laird Technologies was founded in mid 1990’s, and is headquartered in St. Louis, Missouri.Laird Technologies has grown through a combination of strong organic growth and by acquiring and integrating some of the world’s leading EMI shielding, thermal management and wireless technology brands.more…
4Key Facts more… or Headquartered in London, England Approximately 15,000 employees globally in 46 engineering, manufacturing, and sales facilitiesmore…orBack
5Leading solutions provider with more capabilities than niche suppliers World class designer and supplier of performance critical electronic componentsLeading solutions provider with more capabilities than niche suppliersMarket leader in EMI, antenna, thermal, metals, remote control, and reception solution systemsAbility to bundle technology with vertical integration – “convergence products”Track record of intellectual property supporting product & process developmentDeep, broad relationships with industry leadersTrusted supplier with over 30 years of technology experienceGlobal presence and customer supportGlobal footprint – local resourcesInternational manufacturing and supply chain managementWorldwide design centers & technology leadershipWho we are Core CompetenciesBack
8What is typical HR and why don’t we want to be it? Jargon filledBureaucraticPolicy PoliceKnows HR but not the businessRisk AdverseBottom line, senior executives Hate it!Article from Fast Company “Why we hate HR”
10Step One: Avoid all jargon Human CapitalTalent ManagementSynergyengagementParadigm ShiftTransformationIf your 3rd grader doesn’t know what you are saying, you are using Jargon………………
11Step Two: Understand the Business There should be no part of the business that you don’t understand – all products, all services, all departmentsHR is one of the only function that works across businesses – be knowledgeableKnow the company strategyKnow the company metricsMost profitable area, least profitable, reasons for profitability, etc
12Step Three: Eliminate Policies vs. adding them Address the person or situation, don’t create policies to address bad behaviorQuestion purpose of all the policies – unless they spell out a process, why have them?Consider your Code of Conduct being the policy for the majority of situations.
13Step Four: Take RisksInstead of telling managers all the reasons they can’t do something, ask yourself “what’s the worst that could happen?”Be the one that recommends the extremes, watch the reactions!
14Step Five: Challenge the Status Quo Question why do we do it this way?Ask questions to get people thinking differently?
15Step Six: Say what everyone else is thinking Be the voice of reason and honestyBe the brave one to call out worthless activities or situations
16Step Seven: Call out politics and bad behavior Call people out on their ‘stuff’ ( in private)Expose political agendas and bullying
17Step Eight: Be the Moral Compass Someone has to own the company values and it should be youAsk the question, “Is this decision in alignment with our values?”Be the brave one to challenge inconsistent behavior
18Step Nine: Be the Example If you are going to call others out, you have to practice what you preachMake sure your own house is in orderMake the tough decisions as an example to your peers
19Step Ten: Only work on Business Issues Any project in HR not initiated by the business, should be questioned and/or stopped.If anything you or your team are doing doesn’t solve a business issue, stop doing it.
20Step Eleven: Be Accountable Be willing to put your own job on the lineOwn mistakes and fess up publiclyTake on issues outside your scope of responsibility
21Step Twelve: Measure Outcomes not Activities Non Value Added MeasuresTime to Fill jobsCost per hireTraining HoursTraining SatisfactionEmployee Satisfaction %
22Metrics that Improve the business Valuable Measures% of workforce considered “rock stars”% of key jobs that are filled internally% of positions filled externally due to internal skill gapVoluntary turnoverInterviews to offer ratioOffer acceptance percentageTurnover Rate in the first year of hire
23Find ways to repurpose the same metrics that your business uses Market penetration – employer brand and candidate awareness. % hired from competitorsRevenue – Measure volume of output; hires, transactions, training courses – show increased trendPBIT – more output for less cost – Better benefits, less cost; more training, lower price point
24Be Brave & Dare to be Different! In SummaryBe Brave & Dare to beDifferent!