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Dos and Don’ts in Human Resources Management - Matthias Zeuch

Year 2015


Part I HR Marketing and RecruitingIntroductionHR MarketingRecruitingEmployer BrandingFirst: Analyze CompetitionCustomize MessagesAddress DirectlyAllow Local DifferencesMake a Project PlanDon't Make it an “HR Thing”Digital RecruitingDon't Simply Map Existing Processes to a New TechnologyTreat the Candidate as Your Customer/Understand Your Target AudienceDefine MetricsTake Decisions Based on Data, Not on OpinionsDesign a StrategyIdentify and Implement Some Quick Wins with TechnologyUnderstand When You Do and Don't Need In-house ITBe Aware of Technology Paradigm Shifts and the Hype CycleMonitor the Trends and Stay Up to DateRecruiting EventsSeize Marketing OpportunityTreat all Applicants with Equal RespectKeep Conversations ShortInvolve Hiring ManagersDon't Assume all Audiences are AlikeDon't Underestimate Organizational EffortDon't Underestimate Information CapturingDon't Forget to Include Technology in the EventUniversity RelationshipsInvest in RelationshipsBe Mindful of Compliance AspectsCultivate Win–Win Attitudes and BehaviorAppoint a Liaison OfficerDo Not Overlook Less Well-known Universities or Companies as PartnersDo Not Be Limited in the Scope of CollaborationDo Not Let a Partnership Terminate with the Departure of Individuals Who have Initially Championed ItEmployee Referral ProgramsGeneral AdviceConsider Non-Monetary RewardsYear Round ERP and Unlimited ReferralsBreak Payments into InstallmentsContinuous Management and Promotion of ERPFluctuating Rewards and ScheduleInternship ManagementUse Internships for Long-Term RecruitingUse Internships to Freshen Up Your Company CultureCombine with University RelationshipsDon't Use as a Low-Cost CapacityEngage Senior Leaders and High PotentialsTrainee ProgramsBe Certain There Is Need for TraineesCareful AssessmentClear CommunicationBe SupportiveMonitor SystematicallyConsider Replacing the On-Job Probation with Trainee ProgramDo not Over-promiseDon't Ignore the Interests of Existing EmployeesDon't Allow Mentees to Lose Their Mentors AbruptlyFollow Through to the End, and BeyondVocational TrainingEnsure Cooperation and Alignment Between Companies and SchoolsInvest in Education of TeachersDon't Exceed DemandDon't Use Apprentices as Cheap WorkforceTake Care of the ParticipantsDrive Participants' EngagementBlue Collar: Pay for Working Clothes for Better BrandingImplement New Teaching MethodsExecutive SearchLorenz Be Aware of the Magnitude of Hiring the Right or Wrong ExecutiveDecide on a Partner—Not on a Service ProviderCarefully Decide on a Fee StructureDon't Only Focus on CostDon't Forfeit Your Image at Your CandidatesSelection MethodsTailor the Selection System to the Competencies Required for the JobUse a Holistic ApproachTrain Selection System UsersDevelop an Efficient ProcessConsider the Experience of the CandidateEvaluate the SystemKeep Your Methods Up-to-DateBe ConsistentDo Not Use Information Not Relevant to the JobDo Not Be Too Narrowly FocusedDo Not Build Too Much Redundancy into SystemPart II Training and QualificationIntroductionSkill ManagementCreate the Job DescriptionDevelop Skill Profile Based on JDAnalyze Skill GapsBuild on Existing BasisDiscuss CertificationAvoid Inflation of Skill DemandsAvoid Inflation of Job Families and Skill TypesTraining ManagementTraining Quality ManagementAsk for UpdatesDemand Flexibility from VendorsDon't Offer “Nice To Have” ClassesConduct Periodic “Temperature Checks”Keep it SimpleNew Hire IntegrationStart EarlyUse Peer MentorshipsUse Different MethodsPlan with Top Executives Well in AdvanceThink About Symbolic ExperiencesLeadership TrainingTarget All (Potential) LeadersMix with Experiential LearningConsider New DevelopmentsDo Start with Entry Level LeadershipDo Prefer Several ModulesDon't Engage Trainers Who PreachNew Learning MethodsBlend of MethodsLong Term Learning CommunityApplicationsSeize the PossibilitiesDo Not Rely on “Classical Facilitation Methods” OnlyTeam DevelopmentFind the Right TriggersInclude AllGet Professional SupportSelect Location CarefullyDo Not RushDo Not Under-estimate Organizational EffortPart III Performance and TalentIntroductionPerformance and Potential ManagementCreate Acceptance and Commitment to Your AssessmentEnsure Transparency and Objectivity in Your AssessmentNo Work-AroundEnsure Global StandardSMART TargetDo Not Forget Qualitative TargetsCombine Your Performance Management System with Measuring Values and BehaviorRequire Leaders to Give FeedbackAvoid SurprisesDo Not Only Think VerticallyEnrich Your Potential StatementActivate EmployeesDo Not Underestimate ExpectationsDevelopment Discussions and PlansAs Supervisor Providing FeedbackPrepare YourselfAsk, Don't TellDescribe, Don't JudgeBehaviour, Not PersonalityBe SpecificBe ConstructiveConstant FeedbackFollow-UpAs Supervisor, Mind the DifferenceAs Employee, When Receiving FeedbackPrepare Yourself for the DiscussionBe Open, Not DefensiveListen and ClarifySeek Specific Suggestions to ImproveAs Employee, You Are in ChargeTalent Development GroupsConsider Pros and ConsLimit the Size of the GroupInvolve Top ManagementManage ExpectationsTrack TurnoverTransparent Selection CriteriaDon't Forget about the GraduatesDon't Forget about the OthersInternational Talent DevelopmentNurture DevelopmentTalent InternationalizationInvest in TrainingPlan Repatriation in AdvanceTalent LocalizationDon't Forget FamiliesDon't Make Intercultural Competence OptionalCoachingCoaching Starts with ListeningCoaches Are IndependentSelect Coaches CarefullyMentoringA Mentor Is Not a CoachDo Define Key Roles in a Mentoring ProgramSelect the Right MentorsManage Mentees' ExpectationsEnsure Confidentiality and FocusThe Mentees Should Drive the ProcessEnsure Commitment of Leadership TeamEnsure Commitment of Mentors and MenteesDon't Focus on Superstar MentorsDo Have Guidelines and Expected ResultsConsider Different Types of Mentorship ProgramsEnsure MatchingSet Time Frame for the ProgramAvoid FavouritismSuccession PlanningCompanies Should Be Doing Succession Planning for the Right ReasonsEnsure Alignment with Business StrategyBe Clear How Strong the Process Should beTake Time to Develop the Leadership Competencies/ Competency ModelBe Clear About CommunicationManage Expectations of Supervisors and EmployeesInvolve Senior LeadershipEnsure Employees Are Actively Involved in Their Own Career Planning and DevelopmentUtilize TechnologyQuality Is KeyInvest in the Individual DevelopmentMotivate CandidatesBe Clear that Succession Planning Is a Long Term ProcessPart IV Engagement and RetentionIntroductionEmployee SurveysJanina Frequent and ConsistentAvoid Off-the-rack QuestionnairesKeep It Short and SimpleDon't Underestimate Scientifically Substantiated QuestionnairesDon't Forget Hypotheses PostulationCreate AcceptanceBe Aware of Relation Between Measurement Results and Management ReactionDon't Forget Communicating ResultsDon't Be Frustrated by Bad ResultsRetention ToolsFind the Factors Behind Employee and Manager Satisfaction in Your Company by Using Customized Satisfaction QuestionnairesDon't Wake Up Too Late: Be Aware of Your Employees' Plans to ChangePivot Retention Relevant Value PropositionsDon't Only Focus on Fundamental Retention Philosophy: Do Also Invest in Dynamic Change ManagementDon't Ask, Who Is Worth the Effort—This Is a Hazardous Question—Do the Best to Empower Team SpiritCultural and Social ActivitiesStrengthen Employee RelationsDon't Expect Your Employees to Sacrifice Free TimeDon't Force People into ActivitiesDiscover Positive Effects of Community InitiativesDon't Underestimate Impact of Business Partner RelationshipCooperate with Employee CommitteesAvoid One-Size-Fits-All ApproachEmployee CareYou Hire a FamilySeize Important Moments in Employees' Personal LivesHealth Care Seminars—Kill Two Birds with One StoneOverly Generous GiftsDon't Forget PeopleConsider to Pay Special Attention to Top Management and Top PerformersIdea ManagementThink Beyond Suggestion BoxCreate an Open EnvironmentGive Ideas a ChanceIdea Management Is More than the One Big IdeaThink Cross-FunctionallyPursue Your IdeasDefine a Transparent PolicyDon't Force IdeasDon't Allow for “Second Salary”Rewards and RecognitionCulture Counts More than Financial ValueMake Decision Process and Reasons TransparentConsider Non-monetary RecognitionInvest in CommunicationHand-over in PublicDon't Mix with Compensation ToolsDon't Underestimate Workload and AttentionPart V Compensation and BenefitsIntroductionJob EvaluationJob Evaluation—What It Is and What It Is not!Management InvolvementCriteria to Be UsedBenchmarkingDo Spend Some Time on Defining Your Peer GroupDifferentiate by LocationDifferentiate by IndustryDifferentiate by Function and Job SizeDo Not Stop at Cash CompensationDo Benchmarking Regularly and ConsistentlyDon't Exchange Salary Data Directly with CompetitorsDon't Use Cheap DataDo Challenge Your Survey Provider(s)Do Benchmarking Internally as WellDon't Be Afraid if Pay Is Below the MarketBase SalaryCheck Your Base Salary Positioning RegularlyDefine Your Peer Group CarefullyDifferentiate by Location and/or IndustryCheck Local Rules and RegulationsLink Salary Movements to Performance and Market-Pay RatiosDefine What You Want to Communicate CarefullyBonus PlansFirst Decide What You WantTarget vs. Actuals or Actuals vs. Actuals?Consider Overall Company PerformanceConsider Team PerformanceConsider Individual PerformanceMake Achievements TransparentDon't Make It a ScienceLong-term Incentive PlansAlign with the Corporate StrategyBe Clear About the Role of PerformanceConsider Different Payment VehiclesMind the Cost vs. Value GapDon't OvercomplicateRestrict EligibilityInvest in Effective CommunicationBenefitsDo Have a Global Competitive Positioning Target for the Overall Benefit PackageDo Know What Everyone Else is Offering—and then DifferentiateDo Check Local Rules and RegulationsDo Think Win–WinDo Focus—Less Is MoreDon't Take a OneSizeFitsAll ApproachDon't Underestimate the Need for Communication and EducationExpatriate Management/International Assignment PolicyStart with Expectation ManagementGlobal Policy for Local ExecutionBetter Big and FlatDon't Sell the Story that All Differences in Cost and Living Will Be CompensatedDon't Underestimate the Emotional PartDon't Underestimate International TaxationPart VI Administration and PayrollIntroductionHR IT SystemsUse Self-Services and Self-UpdatesFocus on User-FriendlinessAvoid Data RedundancyCheap Can Be ExpensiveHR Process ManagementMap HR ProcessMind the WorkloadCombine with Education in HRCarefully Select IT SystemsTake Time to Create Top-Level ProcessesThink About a User-Friendly InterfaceDon't Underestimate Acceptance ProblemsShared Services—OutsourcingBe Aware of the “Outsourcing Threat”Ensure a Realistic Balance of Quality Expectations and Cost ReductionsExplore Opportunities for Shared Services Before OutsourcingConsider Reasonable OutsourcingRequire Documentation and Back-up Capacity from OutsourcesDon't Underestimate the Need for Retained CapacityPayrollMonitor PerformanceAvoid Cryptic Pay SlipsUse Pay Slips for Employee CommunicationTrain Payroll Staff in Customer ServicePart VII HR Governance and ComplianceIntroductionBusiness EthicsMake Ethics and Values TangibleDemonstrate Ethical Behavior Top–downTrain the Decision MakersAdapt the Incentive Structures to Your ValuesCommunicate Regularly and Openly to the StakeholdersDo Not Reduce It Just to “Compliance”Don't Forget Cultural Differences When CommunicatingDon't OverpromisePolicies and GuidelinesCover All AreasMind Both Internal Rules and External RulesChanges in Policies and Labor GuidelinesMake Transparent and Always Accessible at All TimesHR ComplianceEnsure Legal and Process Compliance at All TimesIntegrate HR Compliance into the Whole HR Value ChainDrive a Compliance Culture Within the OrganizationDo Targeted and Customized CommunicationDo Regular Risk Assessment/HR Compliance Self-assessmentHave a Transparent Set of Rules and Regulations in Case of ViolationsDon't Use Non-compliance as ExcuseDon't Exclude Individuals or Employee Groups from the ScopeDon't Say: “HR Compliance Is Expensive”Don't Do a “Little Bit” of HR ComplianceHR Audit and InvestigationsHandle and Communicate with CareGive the Utmost SupportDo Not Forget the DebriefPart VIII HR Strategy and ChangeIntroductionHR StrategyChange ManagementHR StrategyAlign HR Strategy with Overall Company Strategy and MarketBring Your Own Topics to the TableDescribe Goals for Both, the HR Function and the OrganizationDon't Underestimate Buy-in and CommunicationDon't Make It Too General, but Focus on the Specific SituationExample 1: HR Strategy for a Growth Market “Support the Planned Growth of Our Business”Example 2: HR Strategy for a Declining Market “Keep the Lights on in Times of Crisis and Retain Top Performers”Don't Forget to MeasureHR CommunicationFurnish Your HR Team Members with Arguments and ReasonsDo Plan and Execute a Waterfall Communication on Important TopicsDon't Forget to Talk About Your AchievementsDon't Underestimate the Impact of Your StatementsBusiness PartnershipMutual RespectUnderstand the Needs of Your Partner in BusinessFrequent CommunicationDon't Try to “Sell” to Your Partners in BusinessChange ManagementHolistic ApproachEnsure Change Management CapabilitiesDon't Underestimate the Operational Aspects of ChangeDon't Underestimate Inter-Cultural AspectsMind the Waterfall EffectOrganizational DevelopmentGet InvolvedDevelop OD SkillsDon't Overload YourselfHR TransformationKeep the Ball RollingDon't Get Stuck in Discussions about the Role of HRAlign the HR Operating Model with the Company Operating ModelDon't Address HR Transformation with Ad-hoc and Single MeasuresDon't Stay on the SurfaceCreate an Effective HR Top TeamKeep in Mind: “It Takes Two to Tango”Labor Cost Reductions / Crisis ManagementConsider Involving Labor Representation EarlyCarefully Balance the Burden between Management and StaffClearly Define Scope and Base LineDon't Be Liberal with ExceptionsWorkforce Planning and ControllingClear ScopeLink to Company StrategyJob Families/Cluster as BasisFocus on Pivotal RolesIdentify the Strategic CapabilitiesGet the Data RightCollaboration NeededAvoid Too Much ComplexityDon't Regard a Spreadsheet as the Right Workforce Planning ToolMergers–Acquisitions–Joint VenturesGet Involved EarlySoft Aspects Can Become Hard Aspects When They Impact the Bottom LineDon't Proclaim Your HR Strategy, Policies and Processes as Being the Only Way ForwardResist the Pull to AssimilateNever Tell the Acquire that It Will Be Business as Usual
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