Posts Tagged ‘Human Resources’

Here’s How HR Earns a Seat At the Business Table

Thursday, March 17th, 2016

In today’s post, Advice & Resolution Manager Rick Washburn discusses how HR professionals can earn their seat at the table by building a bridge between their role and the larger purpose of the company.

Do you have a “seat at the table?”  This is an age old question in HR circles and it is basically asking if you are an HR business partner and as such are you and your team delivering maximum results to help your business achieve its goals and strategy?  If you do not have a seat at the table what are you doing to earn it?  If you are just waiting for it to happen I’m afraid you may be out of luck.

HR professionals must ensure that there is a direct connection between the policies, programs, and services they offer and the organization’s larger purpose/picture.  Absent that clear and intentional linkage, HR is just a cost center that goes under appreciated and delivers minimum real value to the business.  In order for HR leaders to take a strategic approach to their work they must first fully understand their business (business acumen) and what the HR implications are to the business.  HR leaders must also be able to articulate their views clearly and concisely to business leaders which often times means taking an unpopular position (managerial courage).  Influence skills are exceptionally important also.

A prerequisite to the above is to ensure, at a minimum, that your HR organization is effectively and efficiently delivering HR services.  Providing good service is the price of admission; if HR cannot operate effectively as a “mini business,” it will be hard to convince others that its input on business issues is worth much.

A good place to start your HRPB journey: Staffing.  HR typically has influence when it comes to how staffing relates to strategy.  In other words, HR needs to recruit and hire X talent, in Y location(s) over a specific time frame in order for the business to perform and execute its strategy and there are many discussions with leaders in that process.  This is often a good place to leverage and increase HR’s role as a strategic partner.  Conversations with senior leaders in this space should be relatively easy to have. Ensure you have solid and meaningful staffing metrics such as the quality of hires, not simply how many hires over a given time frame. Incorporate competencies into your talent acquisition process to help ensure your hires are a “good fit.”  Include senior leaders in this process.

Once instilled in the recruiting process, competencies can easily be transitioned and effectively used in the performance management process to measure “how” employees are doing their jobs. The performance management process is a very effective way to articulate and cascade the company’s strategy and goals across the entire organization and can also be the catalyst for additional strategic discussions with senior leadership.

If you can effectively accomplish the above in your organization, you will have built a very solid foundation from which to grow into a true HR business partner role and earn your seat at the table. Please also review our Learn & GO HR/organizational modules on myCAI to help you in this journey.  If you would like to discuss this journey in the context of your current role and business environment please call Tom Sheehan or myself here at CAI.

For any other questions, please contact our Advice & Resolution team at 919-878-9222 or 336-668-7746!

 

Will Employees Be Working for Free on Leap Day?

Thursday, February 25th, 2016

February-29While February is known for its famously short 28 days, every four years the month extends itself an extra day on the 29th of February. This year, this extra day will fall next Monday. While many employees may wish for a Leap Day Holiday off of work, most will still make their way to the office. But the question remains: Is Leap Day good or bad for employees? Well, that may depend on who you’re asking.

For hourly, non-exempt workers, coming into work on Leap Day may be a welcome occurrence: their employers will pay them for hours worked, and if they work an extra day this year, that’s roughly eight more hours of paid work on their paychecks this year than in a non-Leap Year.

Sounds like a win-win, right? Well, for salaried, exempt employees, the situation might be a little different.

If salaried workers earn a set amount each year irrespective of hours worked, yet there’s one extra day of work this year, does that mean they are working for free on Leap Day? The answer to this question can be puzzling, and it turns out even employment experts cannot come to a general consensus on the issue.

Daniel Schwartz, an employment attorney, believes employers could be getting a day’s worth of work for free from their employers.

“For the extra day, the employer really isn’t paying anything more for an exempt worker. The annual salary is just that, and the paychecks just reflect the portion of the year. Many employers thus get a ‘free’ day of work from exempt workers because they are not paying anything more than in non-Leap Years,” he wrote on the Connecticut Employment Law Blog.

Frank Heinz, a reporter from NBC, begs to differ.

“The short answer is no, you aren’t working for free on Leap Day … you’re just working for less than normal,” Heinz writes.

“Let’s assume you make $50,000 per year in a non-Leap Year.  If we take that salary and divide it by the 261 work days, that breaks down to $191.57 gross income, per day,” he goes on to explain. “During a Leap Year, with 262 work days, that breaks down to $190.84 gross income, per day.  That means during a Leap Year you will make .73 cents less per day in order to fund your salary on Feb. 29.”

But what the issue really may come down to is how your company’s pay schedule is set up.

A typical year will have 52 weeks plus one day, but a Leap Year has 52 weeks plus two days.  If your company’s designated payday falls on this extra day, it could mean an additional paycheck for your employees.

More than likely, employers will build this extra day into the yearly salary, and reduce a worker’s paycheck installment in order to make it all come out even at the end of the year.

However your business structures its payroll, whether it’s through weekly, bi-weekly, or monthly installments, it is imperative for HR professionals to take the time to examine whether their employees’ pay will be affected by the upcoming Leap Day.

If you find that it will alter your pay structure, be prepared to discuss the issue and how your business will respond with your employees. It is, after all, their right to know how their pay could be affected.

For any further questions on how Leap Day might affect your payroll, don’t hesitate to give our Advice & Resolution team a ring at 919-878-9222 or 336-668-7746. Have a Happy Leap Day everyone!

Key to Employee Engagement Lies in Understanding Human Behavior

Tuesday, February 16th, 2016

friendshipatworkIn today’s post, Advice and Resolution team member Renee’ Watkins shares how getting back to the basics of understanding human interaction at work may be the key to strengthening employee engagement.

Employers spend a lot of time and money on employee engagement strategies, hoping they are doing all the right things to make a positive impact and maintain strong relationships and loyalty among their workforce.  Still, many studies suggest employee engagement on average is low.  This is an indicator that employers are either not doing enough to keep their employees engaged, or what they are doing is simply not effective.

There are some specific and very basic fundamentals surrounding human behavior and how they influence engagement.  Even seasoned professionals can forget from time to time and neglect to stick with these basics which can lead to an ineffective engagement effort.

Examine the fundamental truths below to see how they compare to your engagement strategy. If you are doing one of these, is it working?  If it isn’t, can you change it?  If it is, can you do more of it?

Employment Engagement Truths

  1. All the goodies, gimmicks and giveaways in the world are no substitute for a rewarding work experience.
  2. Spoiled employees, like spoiled children, become childish and entitled.
  3. Every action, no matter how small, can affect employee engagement. An email, an interaction or a simple note can have a definite impact.  Take nothing for granted.
  4. You build, or tear down, employee engagement one conversation at a time.
  5. Ask your employees for feedback on employee engagement and listen to what they have to say.  They are a valuable resource and know best what it takes to engage them.
  6. If you do not ask for feedback or you choose to ignore it when provided, you may not find what creates employee engagement until it is too late.
  7. Do not solicit input from your employees unless you plan to use it.
  8. Engagement is a two-way street.  Employees are not going to care about your goals unless they feel you actually care about theirs.
  9. It is one thing to make an employee feel like they matter, it is another to empower them to actually matter by making a difference in the organization on a daily basis.
  10. Your business is not a rehab center for troubled employees.  You can only do so much.  You are not a therapist, you are a manager.
  11. Avoid feelings of uncertainty among your workforce.  Uncertainty leads to fear and fear tends to focus on oneself rather than the common goals of the team or organization.  Communicate and be transparent as much and as often as you can.
  12. Give specific reasons for any directive.  It is always easier to deal with a “What” when you have a “Why” to back it up.
  13. Focus on what you can control, not on what you cannot.
  14. Finally, look in the mirror and ask yourself what it would take for you to continue to remain engaged in your company.  Put yourself in the shoes of your workforce.

Before you invest an inordinate amount of time and money into expensive employee engagement practices, see how getting back to the basics will work for your business. Stick to these simple truths and you may find that higher employee engagement is attainable without all the headaches of those expensive strategies!

For more information on engaging your workforce, please contact our Advice & Resolution at 919-878-9222 or 336-668-7746.

The Key to Aligning HR to Your Business? Understanding Your Corporate Strategy

Thursday, February 11th, 2016
Doug Blizzard, VP of Membership

Doug Blizzard, VP of Membership

In today’s post, CAI’s Vice President of Membership Doug Blizzard discusses the importance of setting a corporate strategy to begin the process of aligning HR to the business.

I’ve talked with several senior HR executives recently about a conundrum they face.  They want to align HR to their business, however there doesn’t appear to be a business strategy in place to align HR to.  When they inquire about said strategy they hear things like “we are pursuing a growth strategy” or “our primary strategy is reflected in the budget” or even better “the world is changing too fast to really have a formal strategy.”

I’m not here to make the case for aligning HR to the business.  That case has been made a hundred times over and there are thousands of companies that have figured that out and they lead their industries every year.  I’m also not going to talk about how you can align HR to the business.  That’s a much broader subject.  Click here for more on that or see the reading list I prepared for you below.

I do want to talk about the first step in aligning HR to the business and that is setting a corporate strategy.While more enlightened companies have given HR a seat in the boardroom and the opportunity to help shape their corporate plans, the vast majority will expect HR and other departments to fall into line once a business strategy has been mapped out.  And some number of those companies don’t have a formal corporate strategy, particularly smaller companies in growth mode.

Here are three steps you can follow to help you understand your corporate strategy:

First, just because you haven’t seen a corporate strategy doesn’t mean it doesn’t exist.  Unfortunately many companies don’t involve HR and some don’t trust or value HR’s contribution to the strategy.  Other companies hold corporate strategy very close to the vest.  It’s easy to go negative and second guess executives when you feel uncertain about how and why decisions are being made.  Check your own negative attitude and pursue further.

Second, the most straightforward and perhaps logical path to understanding corporate strategy is to just ask the CEO.  If you can talk to the CEO by all means do so.  Be prepared however to explain why you need to know.  The simplest explanation: I need to understand where we are going so I can make sure our workforce has the skills and competencies necessary to both get us there and keep us there.  Also I need to make sure we have the necessary leadership, culture, work systems, performance capabilities, rewards and incentives and governance to achieve our goals.    Now of course if your company doesn’t look to you to do any of the things I just mentioned then your bigger issue is building credibility for the HR function.  Click here for ideas on how to do that.

Now the CEO may not give you a formal plan so be prepared to ask questions to help you shape the HR implications of the ideas he/she has in their head.  Which brings me to an important point, asking the CEO about strategy isn’t a hallway conversation.  You should schedule a meeting.  If you don’t report to the CEO, by all means talk to your boss first.  They may have all the answers you need, or they may block you.

Third, if you’re unable or unwilling to talk to the CEO, or your boss doesn’t like the idea and can’t provide any insight, what can you do?  Well if you’re a publicly traded company you can find information in annual reports, investor statements, etc. Here are some other ways you can uncover your corporate strategy complements of CAI friend and world renowned HR thought leader Dr. David Ulrich:

  • Read positive and negative analyst reports
  • Read magazines, newspapers and articles about your company
  • Read magazines, newspapers and articles about your industry
  • Attend industry trade shows
  • Master internal market reports
  • Learn how internal market reports are generated
  • Visit customers in their buying context
  • Visit customers in their product or service utilization context
  • Study competitors in detail
  • Be personally involved in market research
  • Track financial analysis of market segments
  • Attend marketing meetings
  • Attached product development meetings
  • Attend sales meetings
  • Invite customers, analysts and shareholders to address training programs
  • Invite customers, analysts and shareholders to attend training programs
  • Invite customers, analysts and shareholders to address management meetings
  • Invite customers, analysts and shareholders to address HR meetings
  • Invite customers, analysts and shareholders to address meetings of line operators
  • Know what you don’t know

Your company desperately needs to have HR strategies woven into every fabric of the business.  Your path to do that may be difficult but it’s worth it.  Don’t hesitate to reach out to myself, or Rick Washburn orTom Sheehan for help in aligning your HR practices to your business.

For additional guidance about how to craft your business strategy, please contact our Advice & Resolution at at 919-878-9222 or 336-668-7746. If you have any suggestions about ways to align HR to business strategy, let us know in the comments!

Here’s How to Master Doing Less Better…

Thursday, January 21st, 2016
Tom Sheehan, HR Business Partner

Tom Sheehan, HR Business Partner

In today’s post, CAI’s HR Business Partner Tom Sheehan shares the importance of HR professionals staying focused on one or two projects at a time rather than spreading themselves too thin.

Because of its inherent support role, the HR function and its leaders typically have a strong service orientation. That means that as ‘opportunities’ to support and serve the business are brought forward, there is a certain eagerness to please the customer. HR professionals frequently struggle to identify and prioritize which HR projects to push forward to the organization.

Because of the desire to please, HR teams typically conduct too many initiatives, often with mediocre results. Conducting too many projects dilutes the effectiveness of each initiative, and wastes valuable resources.

When deciding which HR initiatives are top priorities, answer these three questions:

  1. To what extent does this HR initiative further the key business objectives that have been laid out for the organization?
  2. If we decide to move forward with this project, what project or initiative must be bumped or moved down the priorities list?
  3. Can we articulate a true return on investment on this project?

Here are the most typical projects that the HR team may undertake:

  1. Improving leadership development
  2. Implementing new technology
  3. Restructuring the organization
  4. Delivering on recruiting initiatives
  5. Measuring and improving workforce performance
  6. Enhancing employee engagement

At the end of the day, HR professionals and their teams would benefit greatly by ‘doing less better.’  That may mean selecting one or two projects to focus on and delivering outstanding results on each of them. Do not move on to the next project until the current project is fully executed and has had a chance to take hold. Being able to stand your ground and appropriately push back when being pressured to take on a new initiative is often a key success factor.

Nothing will ‘short-circuit’ your credibility more quickly than a series of half-delivered projects with mediocre results. The ‘customer-requested’ projects should of course be added to the master list of projects and prioritized appropriately. The master list should include dates and timelines as well, and undergo periodic review with the leadership team.

Frequently, HR leaders are challenged by the business with a ‘critical’ training opportunity for the problem du jour. The expectation by the customer is that HR drop everything and hastily complete the training project. This ‘drop everything’ approach to training is frequently misguided and should also be weighed against existing priorities and projects. It is critical to remember that there is an opportunity cost associated with every project. Never allow a new ‘discretionary’ project to come at the expense of delivering on the strategic promise.

If you think you may need help rethinking your department’s priorities, please give our Advice & Resolution team a ring at at 919-878-9222 or 336-668-7746.

Don’t Let Behavioral Issues Hamper Strong Performance

Tuesday, January 5th, 2016
Bruce Clarke, President and CEO

Bruce Clarke, President and CEO

The following post is by Bruce Clarke, CAI’s CEO and President. The article originally appeared in Bruce’s News and Observer column, The View from HR.

Employees succeed with the right combination of aptitude and attitude. Technical skills are insufficient if poor behaviors dominate. Great behaviors cannot overcome basic technical failures.

Most managers are effective when discussing a hard-skills gap with employees. “Liz, when you seal a sterile container, make sure this checklist is followed, including a label with the seal date.” Easy. The discussion is all business, not personal. The skills can be trained. There is often a right way and a wrong way.

Behavior and attitude issues are different. Employees (and managers) bring their own versions to work. Our genetics and years of living formed patterns. No training class or checklist can cure behavioral problems quickly. There are fewer rights and wrongs. It seems too personal.

Because it is hard, many managers avoid conversations about behaviors until something blows up. “You make me crazy when you act like that!” “You are hard to work with, everybody says so!” “You’re fired!”

When we train managers in communications skills, tools and acronyms help them transfer new knowledge to the workplace. One of my favorites is B.I.T. Instead of getting angry and ranting, have a “Behavior-Impact-Tomorrow fit” the next time behavioral problems cause work problems.

Behavior

Focus on the observable behavior, not your guess at intent. For example, if you tell an employee “you are rude to team members during our project reviews and shut them down,” you are assuming the intent to shut people down. The employee will become defensive and never agree they meant to be rude or to stifle debate.

Instead, describe the observable behavior: “Several times during our last team meeting, you interrupted before the other person finished their thought. This has happened in other meetings as well.”

Impact

Next, describe the impact of this behavior. “When you interrupt someone who is trying to explain their idea, several things happen. It can prevent us all from learning something valuable. It can chill others from challenging your ideas. It also hurts your ability to receive a fair shot for your own ideas. For example, I saw Mary back off her idea yesterday when you interrupted before she finished a sentence.

Tomorrow

“Tomorrow, I expect you to listen well to teammates and work hard to understand what they are saying. Ask them questions to understand their ideas. Hear them out before you ask them to hear you. Tomorrow, spend time listening to the speaker to understand, rather than inserting your response. Sit on your hands if you need that reminder. It will benefit you and the team.”

“Stop interrupting people!” is better than ignoring the problem, but providing a tool or technique to improve behavior works better. Describing the future state and giving more feedback after the next meeting make your expectations concrete.

Getting the very best from every employee is a manager’s main purpose. Motivation, rewards, clarity, engagement and recognition all play a part. Coaching and corrective discussions can be just as important, especially when behavioral problems prevent excellent performance.

If you have any further suggestions as to how managers can improve behavior and attitude issues, please let us know in the comments! For questions, please contact our Advice & Resolution team at at 919-878-9222 or 336-668-7746 if you encounter any further challenges with the growth of your small business.

Top 5 Reasons You Need HR Technology

Tuesday, December 22nd, 2015

The post below is a guest blog from Rachel Richards who serves as Enrollment Services and Voluntary Benefits Solutions Team Lead for CAI’s employee benefits partner Hill, Chesson & Woody.

Until recently, HR Technology was reserved for employers with more than 100 employees and true Human Capital Management was for +1,000 employers.  The landscape of HR technology is swiftly changing, especially with the implementation of the Affordable Care Act.

Having benefits, payroll, and time keeping is more important now than ever, and easily accessible for employers all the way down to 50 employees.  New HR technology companies are popping up on a weekly, sometimes daily, basis.

See the top 5 reasons to have HR technology:

1. ACA Tracking & Reporting

Companies with over 50 full time equivalent employees (FTE) will need to be able track variable hour employees to determine eligibility.  Employers will also need to illustrate whether benefit eligible employees were offered employer-sponsored health care coverage and whether that coverage meets minimum essential coverage (MEC) standards.  Employers will need to capture this information and report on the IRS Forms 1094 and 1095.  In addition, specific enrollment information is required on the 1095-C form which can be handled easily by a benefit administration system.

2. Streamline Processes Through Integration

Whether you put in a “single source solution” where the same HR technology vendor provides you with payroll, benefits, and other HR technology modules or you find the best in class for each type of technology, information should flow from one area to another seamlessly.  This can be done through integration – integration with payroll, integration with your benefit carriers, and integration with your time keeping system.  It’s important to have one core system of record that is feeding all other systems, typically this is either payroll or core HR.

3. Electronic Onboarding

Removing paper from the onboarding process will bring efficiency to your entire HR department.  Imagine once an offer of employment is accepted, a link with your entire onboarding process is delivered to the new employee before they even start their first day of work. This feature is available in MOST benefit administration systems, however, the way these systems capture and store this information can vary greatly.  Be sure to ask questions, request demonstrations, and have a solid understanding of the onboarding capabilities before executing any agreements.

4. Simplify Administration

Whether you have 3 or 1,000 employees, a benefit administration along with other HR technology modules will eliminate paperwork and multiple points of entry.  In addition, having the ability to run reports to gather and share information about your workforce allows HR to provide information to the executive level team easily.

5. Notifications and Electronic Disclosures

There are many notices required under ERISA, ACA, and other regulatory agencies.  As an employer, you are required to notify your employees and keep a confirmation on hand with a time and date stamp of the notification.  A benefit administration system can allow you to notify your employees electronically and can even capture and store acknowledgements of receipt.

For more information on how HR Technology can streamline your benefit administration, contact HCW’s Enrollment Services and Voluntary Benefit Solutions team.

Creating a Successful Mentorship Program

Thursday, June 30th, 2011

Mentoring is a tool to grow employees and accelerate their career development. Companies that offer mentorship programs enjoy many benefits, including retaining top talent, increasing company loyalty and keeping employees engaged. Overall company productivity is also improved when mentorship programs exist.

Employees who are mentored gain critical company knowledge, learn new skills and receive feedback on their career growth and goals, which help them to succeed in their positions. Senior staff members who mentor prosper from the experience, too. Researchers found that their work productivity increases, they have less stress and they feel revitalized in their careers.

Benefits are achieved only if the mentorship program has a strong structure and committed participants, so follow these guidelines to create a successful initiative:

Define the Goal and Structure

To make sure the mentorship program flourishes, it is important to have a strong program goal. Whether it is to help new hires acclimate faster or to cultivate potential manager candidates, one focus will help the program triumph.

Establish an end date as well. More people will participate if there is a specific time frame, and an end date gives a new set of employees an opportunity to experience the process.

Facilitating and Participation

A good mentorship program has a designated facilitator, often called the Mentoring Program Manager (MPM). The MPM creates the mentoring program and works to align the initiative with company goals. The point person sets clear expectations for both the mentors and mentees, which include the time commitment and level of engagement needed from all participants.

Ensuring all staff members are involved in some way or are aware of the program will help the initiative obtain good results. High-level executives should partake in the process—either to offer suggestions to the program facilitator or to serve as mentors themselves. Their participation will help others see the program’s value.

Mentees, Mentors and Managers

Specify criteria for those being mentored. Mentee candidates will help define the qualities needed for mentors. In addition to having excellent communications skills and a strong ability to relate with others, experts suggest that mentors should be at least two levels above the mentee. This requirement guarantees that they can offer great company information while understanding their mentees’ roles. This format eliminates competition for jobs or promotions as well.

Managers provide information similar to what mentors offer, but they have different objectives and job requirements when working with their employees. Managers want employees to grow and perform to help company productivity, and unlike mentors, managers can assign projects, conduct performance reviews and recommend raises or promotions.

Companies should avoid staff members mentoring people they directly manage because they act as key decision makers for their employees. Mentees might feel as though they cannot freely talk about their frustrations and weaknesses with their managers. Mentors who are not managers provide employees with a safe environment to discuss various topics.

Follow Up, Evaluation and Results

Facilitators should make a great effort in following up with participants throughout the process. Encouraging open communication and constant feedback will help the MPM get a gauge on the program’s progress.

Because it might take months to years to see direct results, patience is required when launching a mentorship program. Making sure you get feedback from participants is important when measuring its effectiveness. Surveys and interviews help evaluate success, and final results received will help your company determine if the program was a good investment and if there are improvements needed for a future initiative.

For more information or tips on successful mentorship programs, please contact a member of CAI’s Advice and Counsel Team at 919-878-9222 or 336-668-7746.

Two Key Considerations When Performing Background Checks

Thursday, June 16th, 2011

When people fib about their work history, educational degree, job titles or salaries, criminal background and substance abuse habits – the top five lies told by job candidates – the results can be devastating for a company to have these individuals on staff. Performing a strong background check to weed out violent and dishonest candidates is essential if a firm is to work at top efficiency. In fact, one study estimates that the resultant annual ROI for using background screening to prevent business losses is more than 900 percent.

Potential employees can omit details that hide facts that can be difficult to uncover. To make sure your background checks are as thorough as possible, consider the following suggestions:

Hire a professional background checking company, also known as a consumer reporting agency – A CRA can help a business conduct background checks on candidates so that it does not have to devote extra time and resources for this process, plus it helps reduce liability. If you use a CRA, you must follow the federal law and tell the candidate on a document separate from the employment application that you are going to conduct a background check to independently verify the information provided, and the individual must first sign a document authorizing the background check. Turning someone down based on information drawn from a CRA requires that you give the applicant a chance to review the negative information, and possibly dispute the record before you make your final hiring decision. To know what you can and cannot do with a CRA report, review the federal Fair Credit Reporting Act requirements.

Perform searches appropriate for the position – Hiring a CRA is only part of the battle. You must make sure that you are asking for the appropriate research.  You should start with some sort of name and address history search to independently verify the applicant’s basic information.  Then you should search for criminal records based upon the address history for some given “time window” – maybe 7 years.  Other types of searches should be based upon job responsibilities. Check on licensing claims, driving records, education verification, professional  and employment references, Medicaid sanctions, and other registries where needed to ensure that the applicant meets the minimum requirements for the job. Early discoveries can prevent much bigger later headaches if the person is lying.

For additional information on what to consider for background checks, please call Kevin von der Lippe at (919) 878-9222 or (336) 668-7746.

Photo source: showbizsuperstar

2011 Ovation Award Spotlight: Rex Healthcare

Tuesday, June 14th, 2011

Winner of numerous accolades, including best hospital and best place to work, Rex Healthcare constantly aims to please its clients, patients and employees. Rex has always invested a significant amount of time and effort in long-term facility, service line and operational planning to keep its position as one of the leading health care providers in North Carolina and the country. To stay competitive in the health care industry, the hospital focused its attention on workforce planning.  Rex’s initiative to forecast and identify talent needs to support its long-term strategic goals earned the hospital the 2011 Ovation Award in the large employer category (companies with more than 500 employees).

Several years ago, strategic workforce decisions were made based on instinct instead of data. This approach led to faulty assumptions with little or no consideration for long-term implications of talent decisions. Realizing that proactive workforce planning would be critical in implementing strategies to support the community’s growing health care needs, Rex’s leadership and HR team developed an improvement plan.

The improvement plan included the following components:

  1. The senior leadership team conducted a SWOT analysis and used scenario planning to forecast worst case, best case, and no change scenarios.  The talent implications of each scenario were identified.
  2. The HR team engaged mid-level leaders in assessing Rex’s current labor pool and anticipating talent needs based on their future business plans.
  3. Leaders segmented positions as strategic, key, support and transitional to help better define important focus areas for future workforce planning.
  4. Workforce planning was piloted in one business unit before rolling out to the whole organization to make sure the program was solid.
  5. Special attention was placed on making sure that Rex’s HR team was fully prepared for the impact that the new initiative would have on HR processes, such as compensation, recruiting top talent and managing performance.
  6. The HR team was trained in the workforce planning process, how to hold strategic business conversations with business leaders, workforce data analysis and coaching of business leaders to use data to create a workforce plan.

After two years, one of the key outputs of the process—data integration and mapping into a new workforce planning tool—is nearly complete.   Rex expects to gain many new insights into its workforce once the hospital begins to analyze the data.

Many positive outcomes have resulted from the improvement program already.  Scenario planning revealed talent gaps and assisted in creating three high-priority workforce planning strategies that resulted in innovative solutions for developing and retaining employees in key and strategic roles.

In addition to helping the hospital win CAI’s 2011 Ovation Award, Rex’s initiative helped the hospital identify positions and processes to establish a competitive advantage in the industry. For more information on implementing a workforce planning initiative at your organization, please contact Theresa Brett, Director of Strategic Talent Management, at Theresa.brett@rexhealth.com.

CAI recognizes North Carolina companies for innovative HR/People solutions with Ovation Awards during its annual HR Management Conference in February.  If you’d like to be considered please send a 2-3 paragraph description of your program to doug.blizzard@capital.org.  The description should summarize the business need, describe how the solution was implemented, and highlight the measurable and/or forecasted business results.