Presentation on theme: "Laird Technologies - Confidential Get the top seat in HR by being ‘not typical HR’ Carolyn Koenig Chief Human Resources Officer."— Presentation transcript:
Laird Technologies - Confidential Get the top seat in HR by being ‘not typical HR’ Carolyn Koenig Chief Human Resources Officer
Who we are Laird Technologies Organization Performance Materials Division EMI Solutions Thermal Management Solutions Signal Integrity Products Wireless Systems Wireless M2M & Telematics Infrastructure Antenna Systems Wireless Automation and Control Solutions Connectivity Products
Key Facts 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…
Key Facts Headquartered in London, England Approximately 15,000 employees globally in 46 engineering, manufacturing, and sales facilities more…or Back
World class designer and supplier of performance critical electronic components Leading solutions provider with more capabilities than niche suppliers Market leader in EMI, antenna, thermal, metals, remote control, and reception solution systems Ability to bundle technology with vertical integration – “convergence products” Track record of intellectual property supporting product & process development Deep, broad relationships with industry leaders Trusted supplier with over 30 years of technology experience Global presence and customer support Global footprint – local resources International manufacturing and supply chain management Worldwide design centers & technology leadership Who we are Core Competencies Back
What is typical HR and why don’t we want to be it? Jargon filled Bureaucratic Policy Police Knows HR but not the business Risk Adverse Bottom line, senior executives Hate it! Article from Fast Company “Why we hate HR” http://www.fastcompany.com/magazine/97/open_hr.html
Step One: Avoid all jargon If your 3rd grader doesn’t know what you are saying, you are using Jargon………………
Step Two: Understand the Business There should be no part of the business that you don’t understand – all products, all services, all departments HR is one of the only function that works across businesses – be knowledgeable Know the company strategy Know the company metrics –Most profitable area, least profitable, reasons for profitability, etc
Step Three: Eliminate Policies vs. adding them Address the person or situation, don’t create policies to address bad behavior Question 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.
Step Four: Take Risks Instead 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!
Step Five: Challenge the Status Quo Question why do we do it this way? Ask questions to get people thinking differently?
Step Six: Say what everyone else is thinking Be the voice of reason and honesty Be the brave one to call out worthless activities or situations
Step Seven: Call out politics and bad behavior Call people out on their ‘stuff’ ( in private) Expose political agendas and bullying
Step Eight: Be the Moral Compass Someone has to own the company values and it should be you Ask the question, “Is this decision in alignment with our values?” Be the brave one to challenge inconsistent behavior
Step Nine: Be the Example If you are going to call others out, you have to practice what you preach Make sure your own house is in order Make the tough decisions as an example to your peers
Step 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.
Step Eleven: Be Accountable Be willing to put your own job on the line Own mistakes and fess up publicly Take on issues outside your scope of responsibility
Step Twelve: Measure Outcomes not Activities Non Value Added Measures –Time to Fill jobs –Cost per hire –Training Hours –Training Satisfaction –Employee Satisfaction %
Metrics 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 gap –Voluntary turnover –Interviews to offer ratio –Offer acceptance percentage –Turnover Rate in the first year of hire
Find ways to repurpose the same metrics that your business uses Market penetration – employer brand and candidate awareness. % hired from competitors Revenue – Measure volume of output; hires, transactions, training courses – show increased trend PBIT – more output for less cost – Better benefits, less cost; more training, lower price point