1. Reward Professional Of The Future Advancing Above And Beyond In The Total Reward Profession: The Keys To Success! John A. Rubino, President Rubino Consulting Services Pound Ridge, New York USA

2. We are measured not by what we are, but by the perception of what we seem to be; not by what we say, but how we are heard; not by what we do, but how we appear to do it. --- Anonymous The shortest and best way to make your fortune is to let people see clearly that it is in their best interest to promote yours. --- Jean Del Bruyere

3. Critical Questions For Total Rewards And Human Resources Professionals How is the TR/HR function ‘perceived’ in your organization? What do your executives want and need from TR/HR professionals? What do you do to meet (and exceed) the expectations of your organization?

4.  ‘Partner’ with senior executives in formulating the organization’s overall total rewards and human resources strategy  Assist executives & managers in performing their people management responsibilities  Provide middle managers with training and all of the necessary TR/HR management tools  Serve as an internal consultant in all matters relating to attracting, retaining and motivating a quality work force

5. The Six Key TR/HR Competencies (RBL Group & Michigan University – Global Study) 1) Strategic Positioner Aware of and able to translate external business trends into internal organizational actions Understand the general business conditions (social, technological, economic, political, environmental, and demographic trends) that affect their industry and geography Target and serve key customers by knowing customer expectations, and aligning organizational actions to meet customer needs Co-create their organization’s strategic response to business conditions and customer expectations by helping frame and make strategic and organizational choices

6. The Six Key TR/HR Competencies (RBL Group & Michigan University – Global Study) 2) HR Innovator & Integrator Integrate innovative TR/HR practices into unified solutions to business problems Must know latest insights on key TR/HR practice areas related to rewards, talent sourcing, talent development, performance management, work and organization design, and leadership brand Be able to turn these unique TR/HR practice areas into integrated solutions that are aligned with business requirements

7. The Six Key TR/HR Competencies (RBL Group & Michigan University – Global Study) 3) Change Champion Makes an organization’s internal capacity for change match the external pace of change Helps make change happen at institutional (changing patterns), initiative (making things happen), and individual (enabling personal change) levels Initiating change: building a case for why change matters, overcoming resistance to change, engaging key stakeholders in the process of change, and articulating the decisions to start change Sustaining change through ongoing communication and continual learning Partnering with executives, managers and employees to create organizations that are agile, responsive, and able to make transformation happen

8. The Six Key TR/HR Competencies (RBL Group & Michigan University – Global Study) 4) Technology Proponent Using technology to help people stay connected with each other by improving communications, doing administrative work more efficiently, and connecting employees to customers Using technology as a relationship building tool through social media. Leveraging social media enables the business to position itself for future growth Access, advocate, analyze and align technology for information, efficiency, and relationships

9. The Six Key TR/HR Competencies (RBL Group & Michigan University – Global Study) 5) Capability Builder An organization is not structure or process; it is a distinct set of capabilities Ability to audit and invest in the creation of organizational capabilities. These capabilities outlast the behavior or performance of any individual manager or system. Capabilities are the company’s culture, process, and identity. Make sure managers understand the importance of an organization’s capabilities in sustaining organizational success One of the primary capabilities of successful organizations is to create an organization where employees find meaning and purpose at work. Help managers create meaning so that the capability of the organization reflects the deeper values of the employees

10. The Six Key TR/HR Competencies (RBL Group & Michigan University – Global Study) 6) Credible Activist Credibility comes from doing what is promised, building personal relationships, and being reliable…creating a trusting environment Having a point-of-view, not only about TR/HR activities, but about business demands …and knowing how to influence others in a positive way Professionals who are credible but not activists are admired, but do not have much impact. Those who are activists but not credible may have good ideas, but not much attention will be given to them To be credible, must be self aware and committed to building the profession THIS IS CALLED: HUMAN RESOURCES WITH AN ATTITUDE!

11. Speak The Language Of Business Know your ‘numbers’: basic principles of business management, finance, accounting, taxation, economics, technology, etc. Know, and act upon, your organization’s vision, mission and business operations

12. Total Rewards and Human Resources Programs Objective: Provide the organization with the best aligned ‘people’ tools in order to attract, retain and motivate a quality work force  Total rewards: optimum mix of compensation, benefits, work/life, performance and recognition, development and career opportunities  Recruiting  Organizational Development  Training (especially management training)  Communication

13. Opinion Leaders Do you know who they are in your organization? Make them your best friends!  They are scattered throughout your organization  They are the names you hear over and over again  They are the ones your employees listen to and respect

14. A Role-Playing Scenario Broad-based Incentive Compensation And Performance Management Changing the culture…moving towards more ‘pay at risk’ Executives say: “…………………………………………………” Managers say: “……………………………………………..….” Employees say: “…………………………………………………”

15. ‘Mind-Set’ Of The Successful Total Rewards and Human Resources Professional  As in any profession, success in total rewards and human resources requires a process of continuous learning  Successful TR/HR professionals: - grasp what they are good at - know what role they play in their organizations - understand what they need to learn to take on new challenges  It is your responsibility --- not any organization’s --- to manage your intellectual capital, build on it, and adapt to new experiences  You need to develop a healthy and enduring capacity for self- assessment; a predisposition for learning new ideas and skills

16. Remember…You Have No ‘Authority’ Your value-added comes from your CONSULTING ability:  Expert knowledge of all human resources and total reward programs  Credibility, Integrity, Persuasiveness, Cajoling, Convincing  Communicating, negotiating and ‘selling’

17. Successful TR/HR Professionals Must Be Accomplished… PSYCHOLOGISTS AND DETECTIVES  Must know what makes people ‘tick’  Must successfully ‘mine’ data and use this information, as well as your business and people knowledge, to help achieve organizational objectives

18. Honest Assessment Of Your Knowledge, Skills, Competencies, Behaviors, And ‘Reputation’  Know Thyself  Know Thy Stuff  “Walk the Talk”  Honesty and Integrity  Excellent Interpersonal Skills  Superior Communication Ability ***MERGING QUALITATIVE ABILITIES WITH QUANTITATIVE SKILLS***

19.  Ensure Understanding  Change Perceptions/Get “Buy-In”  Motivate Behavior

20. Communication Effectiveness Model ACTION COMMITMENT ACCEPTANCE UNDERSTANDING AWARENESS

21. The TR/HR Function Is Truly Unique --- And So Are You! You walk the fine line of consistently supporting your organization and your employees: Achieving business objectives while meeting the needs of your work force. THE CHALLENGE IS TO MAINTAIN YOUR BALANCE!

22. Are you an accomplished, “complete” professional…and a true leader in your organization? “If your actions inspire others to dream more, learn more, do more, and become more…you are a leader.” John Quincy Adams