1 MASC HOW DO YOU EAT AN ELEPHANT

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Published on November 28, 2007

Author: Alfanso

Source: authorstream.com

HOW DO YOU EAT AN ELEPHANT?:  HOW DO YOU EAT AN ELEPHANT? Presented by: Jennifer P. Davis P. O. Box 6175, Gastonia, NC 28056-6000 jennifer@jpdavisonline.com WARNING: Non-Verbal Communication :  WARNING: Non-Verbal Communication Research has found that less than 10% of the meaning of a message comes from verbal communication. 55% from appearance (clothes,facial expressions, body language) 38% from the sound of your voice (volume, pitch, speed, clarity) 7% from actual content (vocabulary, structure) DISCLAIMERS, EXPLANATIONS, and OTHER EXCUSES:  DISCLAIMERS, EXPLANATIONS, and OTHER EXCUSES I am not your momma’s HR professional! I am A BMW! Angry Black Mountain Woman The haircut is a personal choice. I’ve been married for 41 years – to the same man! My mouth is often ahead of my brain. I sometimes break my own rules. Age carries privileges. Experience is sometimes a painful teacher. I like to share my pain. My favorite word – “ain’t” My favorite phrase – “Well duh!” You don’t have to take me home with you! OBJECTIVES:  OBJECTIVES The Role of HR What it is, isn’t, what’s changed The Challenges of HR People, Information, Technology The Fun of HR Lessons in Leadership Tips for the HR Professional Or…how to sleep well at night… THE HUMAN RESOURCE “ELEPHANT”:  THE HUMAN RESOURCE “ELEPHANT” Working in HR is much like trying to eat an elephant…. It seems impossible. It’s not very appealing. It’s definitely a problem. It requires foresight and planning. It requires a team effort. There seems to be no end to the task. Nobody else really understands what you’re doing. Everybody has a suggestion on how it ought to be done! THE HR PROFESSIONAL:  THE HR PROFESSIONAL Traditional Role Provide advice and counsel to management Recommend training Policy Administration Interviewing and hiring Ensure compliance with laws (local, federal, state) Job analysis and reclassifications Payroll administration Review management practices Benefits and program administration THE HR PROFESSIONAL :  THE HR PROFESSIONAL Non-Traditional Role Nosy Inquiring Chasing rumors Problem-solver Fire fighter Opinionated Coach Mentor Whistle-blower Confidante Burden-bearer CRITICAL TRAITS/SKILLS:  CRITICAL TRAITS/SKILLS Person of integrity Desire to right wrongs Commitment to do the right thing Objective Approachable Available Focused Courageous Sincere Tough-skinned Good actor or actress IN ADDITION……:  IN ADDITION…… It might help to be….. A juggler Reasonably sane Totally insane And….. You may have to find your own rewards. Don’t expect too many thank yous! You gotta love what you do! TOP HR ISSUES/TOPICS:  TOP HR ISSUES/TOPICS Sexual Harassment Generation Management Discrimination and Workplace Harassment Diversity Issues Race, Age, Gender, Life style, etc. Internet Usage Discipline Lawsuits and Legal Issues Inappropriate Behavior Hiring Practices SEXUAL HARASSMENT:  SEXUAL HARASSMENT Probably the #1 workplace issue today Reported and unreported Why? Doesn’t seem to be going away despite the efforts and consequences Today’s workforce less bound by tradition Diversity has changed operating assumptions of the workplace A workplace environment tainted by harassment of any kind hinders employee productivity and devalues individuals Sexual harassment is about the use and misuse of power Sexual harassment is also about sex and the law Everybody’s business Against the law! SEXUAL HARASSMENT :  SEXUAL HARASSMENT What it is…. Serious Negatively impacts lives Demeaning/degrading Offensive Harmful Interferes with productivity, quality Strains the work environment Affects workplace and personal relationships Could be very costly To employer and employee Creates fear, apathy, feelings of hopelessness and helplessness A big DEAL! Preventable SEXUAL HARASSMENT:  SEXUAL HARASSMENT What it isn’t….. Funny Cute Harmless No big deal Justifiable Clear-cut Somebody else’s problem Respectful Going away WHY IS THIS A WORKPLACE ISSUE?:  WHY IS THIS A WORKPLACE ISSUE? Because…… It’s the law! The diversity in the workplace Past practices Familiarity Assumptions Female and male perspectives It’s a social and business issue SEXUAL HARASSMENT:  SEXUAL HARASSMENT Generates multiple business issues Decreased productivity Decreased morale Increased conflict between employees Increased workers’ compensation claims Increased legal fees Increased mistakes Increased lateness, absenteeism, sick leave Distracts management Negative publicity SEXUAL HARASSMENT Do You Know These People?:  SEXUAL HARASSMENT Do You Know These People? The Dirty Joke Teller The Fun Lover Mr./Ms. Innocent The Naïve Offender “My friend is being harassed” The Apathetic Bystander The Hugger The Flag Waver The Ostrich SEXUAL HARASSMENT PREVENTION:  SEXUAL HARASSMENT PREVENTION Education! Education! Education! Consistent Frequent Strong workplace messages Effective policy with options for reporting Management accountability Employee responsibility Timely investigations Appropriate discipline Proper documentation Follow-up (if necessary) Guidelines for Managers/Employees:  Guidelines for Managers/Employees Limit physical contact Handshakes versus hugs; encouraging words versus pat on back; arm’s length distance Same-sex standard Test of reasonableness; would you say the same thing to someone of the same sex? Family standard What if it was directed at your family member? Recognize the line between what’s appropriate and what isn’t Joking is ok; joking about sex could prove difficult STEP UP! SPEAK UP! Sometimes that’s all it will take. Managers are responsible for the work environment. HR is an extension of management. SEXUAL HARASSMENT INVESTIGATIONS:  SEXUAL HARASSMENT INVESTIGATIONS Take every complaint seriously Drop everything process Every supervisor and/or manager should be prepared to receive and act on complaints Decide on the process Who should hear the complaint? Who needs to be interviewed? How and where will interviews be conducted? Who will conduct the interviews? Notify appropriate personnel Legal Counsel, Appropriate management What about the complainant and the accused? Be discrete and compassionate Never promise total confidentiality SEXUAL HARASSMENT INVESTIGATIONS:  SEXUAL HARASSMENT INVESTIGATIONS Seek the truth Gather as much information as necessary Ask the right questions Decide whom you believe and why (based on the facts) Take timely and appropriate action for the offense Offer counseling and assistance if necessary and/or appropriate Follow-up with involved parties SEXUAL HARASSMENT – Last words:  SEXUAL HARASSMENT – Last words Remember….a harassment free workplace is…. Productive Comfortable Rewarding Safe Trust-filled Enjoyable GENERATIONS IN THE WORKPLACE:  GENERATIONS IN THE WORKPLACE US work force constantly and quickly changing By 2014, more than half the US population will be 45 and older Boomers now represent 46% of the work force By 2030 35 million more jobs than people to fill them Four generations in the workplace WORKPLACE GENERATIONS:  WORKPLACE GENERATIONS Veterans Born between 1920 – 1942 (52 Million) Boomers Born between 1943-1960 (73.2 million) Generation X or “Xters” Born between 1965-1979 (70.1 million) “Nexters” or Generation Net (69.7 million) Born between 1980-2000 Generation Gap – Turn ons:  Generation Gap – Turn ons Turn-ons Recognition & praise Time spent with managers Learning how what they’re doing now is making them more valuable Opportunities to learn new things Fun at work – structured play, harmless practical jokes, cartoons, light competitions and surprises Small, unexpected rewards for jobs well done - Lawrence J. Bradford and Claire Raines, Twenty-something, 1992 Generation Gap – Turn offs:  Generation Gap – Turn offs Turn-offs Hearing about the past – especially yours Inflexible about time Workaholism Being watched and scrutinized Feeling pressured to convert to traditionalist behavior Negative comments about their generation’s tastes and styles Feeling disrespected - Lawrence J. Bradford and Claire Raines, Twenty-something, 1992 Understanding Today’s Employees:  Understanding Today’s Employees Employees need a manager/coach that helps employees understand the WIIFT of behavior change Motivation is directly related to morale; offer a variety of incentives and rewards: Researchers divided morale factors into two categories 1) Factors that Maintain 2) Factors that Motivate Review these to determine how you can improve them to make a more positive environment. Maintainers:  Maintainers Factors that must be kept at a satisfactory level in order for employees to maintain performance include the following: Working conditions Company policies Job security Pay & benefits Relationships with coworkers Supervision Status Motivators:  Motivators Factors that create an inner desire to work by satisfying certain needs that are important to the individual include: Achievement Recognition Satisfying work Responsibility Advancement Growth Perceptions Managers vs. Employees:  Perceptions Managers vs. Employees Motivating Factors Supervisor Employee Full Appreciation of work done 8 2 Feeling on being in on things 10 3 Help on personal problems 9 10 Job Security 2 4 Good wages 1 5 Interesting work 5 1 Promotion and growth 3 6 Loyalty from boss 6 8 Working conditions 4 7 Tactful disciplining 7 9 Study conducted by Kenneth Kovack at George Mason University. A FEW FACTS:  A FEW FACTS Veterans Born before or during WWII and earliest experiences are associated with this event. Some remember the Great Depression Baby Boomers Born during or after WWII Raised in an era of extreme optimism, opportunity, progress Most grew up in two parent households, safe schools, job security, post war-prosperity; value loyalty, respect the organization structure, wait their turn for advancement A FEW FACTS:  A FEW FACTS Generation Xers Born during a rapidly changing social climate and economic recession From two-career families Period of rising divorce rates, downsizing, onset of technology and information age Fiercely independent, like to be in control, want fast feedback Motivating different age groups – Senior Employees:  Motivating different age groups – Senior Employees Today managers are managing several generations of people at once. Those born between 1920 and 1942 were impacted by the Great Depression. They believe strongly in the importance of security and loyalty. Motivating different age groups – “Baby Boomers”:  Motivating different age groups – “Baby Boomers” Baby boomers - People born roughly between 1943 and 1960 Influenced by the events of the 60’s and 70’s. Idealistic and moralistic; their motivator is money and freedom. Motivating different age groups – Generation Xers:  Motivating different age groups – Generation Xers Those born during the years of 1965 to 1979. Raised on computers, video games and VCR’s; are both realistic and cynical. Grew up watching their “workaholic” parents spend 14 – 16 hours at the office foregoing family vacations, only to be tossed out after 25 years of loyal service to the company. Forget loyalty – Generation Xers want what they want now. Motivating different age groups – Generation Xers:  Motivating different age groups – Generation Xers Interested in rewarding challenges and are willing to work hard, yet unlike their parents, they fiercely guard their personal and leisure time. Because many grew up in dual career or single parent families, they are self-reliant and independent and are not as intimidated by authority figures as those in previous generations. Motivating different age groups – Generation Nexters:  Motivating different age groups – Generation Nexters Children of Boomers and Xers Born in high-tech times Most technologically adept Fast learners Tend to be impatient TOP HR ISSUES/TOPICS:  TOP HR ISSUES/TOPICS Sexual Harassment Generation Management Discrimination and Workplace Harassment Diversity Issues Race, Age, Gender, Life style, etc. Internet Usage Discipline Lawsuits and Legal Issues Inappropriate Behavior Hiring Practices A Case for Diversity What People Notice “The 4 Minute Sell” by Jane Elsea:  A Case for Diversity What People Notice “The 4 Minute Sell” by Jane Elsea Skin color Gender Age Appearance Facial Expression Eye Contact Movement Personal Space Touch WHERE CULTURE CROPS UP :  WHERE CULTURE CROPS UP Marriage Church Location New assignment New leaders New boss Generations Conflict Styles Personal Preferences Tastes and Styles Lifestyle Choices UNDERSTANDING EMPLOYEES:  UNDERSTANDING EMPLOYEES What could be better than a pay raise? AFFIRMATION! Coach leaders to understand the “soft sciences” It helps get things done We underestimate the power of the “little things”. People need different levels of attention. Seek to understand basic human needs THE SEVEN DEADLY SINS OF LEADERSHIP :  THE SEVEN DEADLY SINS OF LEADERSHIP Trying to be liked rather than respected. Refusing to ask others for advice and help. Suppressing gifts by emphasizing tradition, doctrine, or rules over ability and desire. Destructive criticism; personal attacks. Not developing a sense of responsibility. Treating everyone the same way. Failure to communicate. “The Top Ten Mistakes Leaders Make” – Hans Finzel DEADLY SIN NUMBER ONE Trying to be liked rather than respected:  DEADLY SIN NUMBER ONE Trying to be liked rather than respected Sign of mediocrity Avoid tough decisions Avoid confronting people that need to be confronted “Leadership is lonely and risky, but necessary.” - JPD DEADLY SIN NUMBER TWO Refusing to ask others for advice or help:  DEADLY SIN NUMBER TWO Refusing to ask others for advice or help Confident leaders will share with others. The ability and the capacity of the group is determined by the leader. “You don’t know what you don’t know.” “JPD” DEADLY SIN NUMBER THREE Suppressing talent by emphasizing tradition, doctrine, or rules….:  DEADLY SIN NUMBER THREE Suppressing talent by emphasizing tradition, doctrine, or rules…. “We’ve always done it this way…..” “We can’t….” “The manual says..” “My way or the highway…..” “We tried that before and it didn’t work.” “I’m the boss.” DEADLY SIN NUMBER FOUR NOT KEEPING CRITICISM CONSTRUCTIVE:  DEADLY SIN NUMBER FOUR NOT KEEPING CRITICISM CONSTRUCTIVE “A good leader is one who can step on your shoes without ever messing up the shine.” Hans Finzel “ You do not lead by hitting people over the head. That is assault, not leadership.” - Dwight D. Eisenhower DEADLY SIN NUMBER FIVE Failure to encourage responsible leadership:  DEADLY SIN NUMBER FIVE Failure to encourage responsible leadership Give others a chance Hold each other accountable “Good leaders delegate and empower others liberally…” - Colin Powell DEADLY SIN NUMBER SIX Treating everyone the same…..:  DEADLY SIN NUMBER SIX Treating everyone the same….. Equal and fair are not the same thing. JPD “Always do the right thing.” “Do the best job that you can.” Treat other people the way you want to be treated.” Lou Holtz “ DEADLY SIN NUMBER SEVEN Failure to communicate:  DEADLY SIN NUMBER SEVEN Failure to communicate Communicate! Communicate! Communicate! “When left in the dark, people tend to dream up wild rumors.” - Hans Finzel “You can’t tell people everything, but you can always tell them the truth.” -JPD THE TOP TEN MISTAKES LEADERS MAKE:  THE TOP TEN MISTAKES LEADERS MAKE The Top-Down Attitude Putting Paperwork Before Peoplework The Absence of Affirmation No Room for Mavericks? Dictatorship in Decision-Making Dirty Delegation Communication Chaos Missing the Clues of Corporate Culture Success Without Successors Failure to Focus on the Future Source: “The Top Ten Mistakes Leaders Make” Hans Finzel” TIPS FOR THE HR PROFESSIONAL ….Or how to sleep well at night.:  TIPS FOR THE HR PROFESSIONAL ….Or how to sleep well at night. UNDERSTAND THE FOUR BASIC HUMAN NEEDS Recognition Acceptance Competence Value Slide53:  Basic Needs We All Have in Common To Be Recognized: Nobody wants to be ignored. We want to be acknowledged for who we are and what we are. Even negative attention fulfills this need. We’d like for people to act in a positive and/or appropriate manner, but that won’t always happen. For Acceptance & A Sense of Belonging: We have a need to fit in. To belong. To have a sense of family. All of us need to feel that we fit in somewhere. This provides a sense of safety, security and belonging. A Sense of Value & Worthwhileness: We all have talents and a purpose. Often it is difficult to discover these, especially if someone is constantly putting us down and sending us subtle messages that we don’t matter. Therefore, maximum potential will often go untapped. To Feel Competent: To feel that we are good at something and sought after or at least recognized for our abilities, our talents, our contributions. People are at their best when they are working in their “comfort zone” using their natural abilities and talents. TIPS FOR THE HR PROFESSIONAL ….Or how to sleep well at night.:  TIPS FOR THE HR PROFESSIONAL ….Or how to sleep well at night. Understand the dynamics of change Denial Resistance Acceptance Exploration Commitment TIPS FOR THE HR PROFESSIONAL ….Or how to sleep well at night….:  TIPS FOR THE HR PROFESSIONAL ….Or how to sleep well at night…. Know your job. Honor your strengths. Acknowledge your weaknesses. Stay on top of changes.. inside and out. Take nothing personally. Give it your all or give it nothing at all. Check your gut. Always do the best job that you can. Practice what you preach and what you teach others to preach. Practice discretion and compassion. Learn from everything. TIPS FOR THE HR PROFESSIONAL ….Or how to sleep well at night:  TIPS FOR THE HR PROFESSIONAL ….Or how to sleep well at night Protect your reputation. Go the extra mile. Be fair. Be honest. Be direct. Don’t avoid conflict. Stand up for yourself. Fight up. Support down. Manage your stress. WRAP-UP:  WRAP-UP What have we accomplished today…. A big picture view of today’s human resource issues, its challenges, and their impact Benefit of my knowledge, experience, and mistakes Information to provide guidance and advice to your constituents, managers, and colleagues Some tips for your personal tool box AND FINALLY……:  AND FINALLY…… What you do is…. Important Necessary Satisfying Can and should be fun Enjoy it! ADDITIONAL RESOURCES:  ADDITIONAL RESOURCES AMI Series – “Handling Diversity in the Workplace” Hans Finzel – “The Top Ten Mistakes Leaders Make” John C. Maxwell – “Developing The Leader Within You”

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