Exam 1 for 4404

Six Dependency Risk Factors of HRO

1.If a company has to adapt its operations to do business with a supplier, it might then find itself dependent on that vendor. 2.If the supplier has to tailor its operations to the needs of a particular client, it could find itself dependent on that customer. 3.Dependency risks increase (thus discouraging outsourcing) when the outsourced activity requires the co-location of facilities, specialized equipment, dedicated capacity or specialized training. 4.A key determinant is the interdependence of the outsourced HR processes with other activities in the organization 5.If the supplier fails to perform the outsourced function, how will that disrupt other processes and the organization's performance? 6.When activities are highly interdependent, a company might be reluctant to outsource any of them separately, but might instead want to outsource them altogether.

Summary of Current and Future Trends

A quick scan of the "Human Resources Outsourcing horizon" points to these emerging and future trends: Moving to the Cloud. Transferring company HR data off of servers and into the cloud is becoming the standard approach across most industries. Human resources outsourcing providers point to the cloud's more efficient data security processes and its value in enabling businesses to maintain operational continuity. Cloud-based Human Resources Outsourcing aids in advanced reporting and analytics, as well as integrated employee support and related HR functions. Process Automation. Building on the use of cloud-based HR platforms, smart process automation can improve productivity, simplify employee benefits management, and can significantly reduce manual back-office functions.

Summary Thoughts on HRO

An activity such as HR payroll processing is frequently outsourced because: •The dependency and spillover risks are low; •Trustworthy vendors are available; •Those vendors have accumulated considerable expertise; •The payroll function offers little competitive advantage •Clients can switch vendors without excessive difficulty. An activity such as HR planning is rarely outsourced because: • It involves high dependency risks, •Considerable strategic importance and •Great interdependency with other key processes.

State of Current E-Recruiting Through Social Networks (2)

Cited reasons for using social media to screen job applicants as: •Being able to gain information with little time and effort (63 per cent) •Obtaining information beyond that in a cover letter or CV (70 per cent) •Verifying information in a cover letter or CV (28 per cent) •Assessing applicant fit with the organization (34 per cent). However, the survey also found that organizations which do not use SNSs for screening: •questioned the legality of using these sites (66 per cent) •Worried about not being able to verify information obtained (48 per cent) •Concerns about invading applicants' privacy (33 per cent).

The New Competitive Landscape

HR Needs To Play By The Same Success Rules As Any Business With CustomersAny TimeAny PlaceNo Matter • ATMs and On-line banking • Pay-at-the pump gasoline • On-line sellers (B2B, B2C)

Forces for Change and the External Business Environment

List external entities that can impact/disrupt an organization •Government agencies - regulations, legislation • Customers - changing market demographics, shift in preferences •Competitors - innovations, price reductions, substutions •Suppliers - reliability, quality, price, stability •Labor market - available skills, economic expectations •Investors - capital availability, investment attractiveness •Creditors - Interest rates, risk criteria

Recruiting Process Step 1: Identify Vacancy and Evaluate Need

Recruitments provide opportunities to departments to align staff skill sets to initiatives and goals, and for departmental and individual growth. Proper planning and evaluation of the need will lead to hiring the right person for the role and team. Newly Created PositionWhen it is determined a new position is needed, it is important to: •Understand and take into consideration strategic goals of the department. •Conduct a quick analysis of Core Competencies. Are there any gaps? •Evaluate the core skills required now and those which may be needed in the future. •Conduct a Job Analysis if this position will be new to your department. This will also help to identify gaps. Replacement When attrition occurs, replacing the role is typically the logical step to take. Before obtaining approval to advertise the position, consider the following: •Review the role and decide if there are any changes required as certain tasks and responsibilities performed by the previous person may not or should not be performed by the new person •Conduct a new Job Analysis in order to tailor the position to what is currently required and to ensure proper salary classification.

Making the Deal with Your Customers

•Integrating HR and customers requires a partnership with two-way communication. •It goes far beyond customer satisfaction surveys and complaint lines, •A survey is "backward-looking," you're asking the customer to rate how the experience was, but it doesn't inform future practices. •Instead, engage customers on how to make future visits more enjoyable. •Get customer insight on making the next product better or the service more efficient. •The answers will lead to specific ways to improve employee behavior."

To Whom Can You Outsource HR?

•The three types of HR outsourcing companies are 1.Human Resources Organizations 2.Professional Employer Organizations, and 3.Administrative Services Organizations. 1. Human Resources Organization (HRO) •The majority of Human Resources Organizations (HROs) allow large businesses (1000+ employees) to choose which HR services they would like outsourced. •When only some functions are dealt with by the HRO, a co-management relationship or shared HR relationship is made between the HRO and the business (this is typically the conservative approach to those first outsourcing HR).

Summary of Current and Future Trends (2)

TrendsSelective Outsourcing. A continuing trend is selective outsourcing, in which companies outsource specific employee administration functions requiring specialized knowledge while retaining other functions in-house. Social Media Recruiting. Many HR outsourcing providers are expanding their social media recruitment and selection efforts, hoping to capitalize on the growth and diversity of business-focused platforms. Expansion of Professional Employer Organizations (PEOs). Outsourcing HR functions by developing a co-employer relationship with a PEO continues to gain in popularity.

Competitive Challenges Driving New Demands On HR Globalization

What does it mean to HR when 75% of a firm's profits and 60,000 of its employees are outside of its domestic US market? •Effective global competition requires more than creating a product in a home market and shipping it as is to new markets. •Uncertain politics of countries where global markets exist or are emerging

New Rules of Competition RULE # 1

Who ever reliably and profitable delivers the greatest value to the customer FIRST, wins. * There are no other rules

New Competitive DNA Has Changes

with a Industrial based strategy: "The Big Will Eat The Small" With a Time/Information based strategy: "The Fast Will Eat The Slow"

Forces for Change New Competitive Advantage Opportunities

• Customers are more loyal to suppliers who can consistently deliver what they want, when they want it, and where they want it. • Customers will pay a premium over market price to get what they want, when they want it, and where they want it. • Customers will contract for more from suppliers who are responsive. • The supplier has competitive advantage when it secures the demanding and impatient customer. • Technological innovations are free. • Increase entry barriers to competitors. • Increase market share through first mover advantage. • Improved corporate performance.

Recruitment Through Social Networking Sites

• It allows companies to shorten hiring times through an increase in information flow and an acceleration of recruitment processes. •It can help reduce recruiting costs, hiring times and employee turnover as processes are generally job-specific and offer computer assisted screening interviews and statistical predictions. •it gives employers the opportunity to hire staff both locally and globally, significantly extending the reach of more traditional staff recruitment. •Companies can choose among a variety of options to reach suitable candidates. They can make use of job sites which can be either generalist in nature (websites such as monster.com, hotjobs.com, headhunter.net) or focused on specific industries (such as dice.com or computerjobs.com). • Companies may also choose to post job openings on their own website, which is very cost-effective for small and medium sized companies. •They might also choose to set up their own corporate recruitment webpages which may or may not include the option of incorporating existing social media websites.

Tips for a Successful Screening Interview Make every word count

• Screening interviews are often brief, so aim to provide the most important information, rather than being exhaustive in responses. •You don't need to recite every task you've performed at previous jobs, just the most relevant ones. •That's where reviewing the job description comes in handy, since it provides clues about what to emphasize in your answers. •Focus on your skills that match the requirements listed in the job posting.

From Customer Service to Customer Experience

•"Customer service" is too often thought of as a specific department, rather than as a core value and strategic imperative, owned by the entire organization. •Consider that the customer service department could soon be obsolete, because there are so many interactions consumers have with a business before, during, and after any one specific touchpoint - "customer journey." •Customer experience," encompasses every aspect of a company's offerings—from the quality of its customer care to its reputation management, marketing, packaging, product and service features, ease of use, reliability and beyond. •As Disney likes to say; while no one "owns the Guest," someone, in every case, "owns the moment."

Changi Airport Group Case Example (2)

•"The first impression passengers usually have of Changi Airport is the washroom," explains Jacqueline Lau, assistant vice president of quality services management. •When customers provide instant feedback at the kiosks, airport managers and cleaning staff receive reports on their mobile phones that help determine where to deploy more staff. •The company is looking to add instant feedback functions to its free mobile app.•Even though the majority of employees work for airport partners, they must complete two days of customer service training run by Changi.

Current Recruiting Issues

•60% of employers are concerned about the cost of unfilled positions •It takes 27 days to fill a position - an all time high •48% of CEOs said their companies have lost money due to inefficient recruiting •67% of recruiters expect competition for candidates TO INCREASE

Emerging E-Recruiting Applications

•80% of employers say social recruiting helps them find passive candidates •75% of potential hires aren't actively searching. Recruiter use social media to reach them. •70% of hiring managers say them have successfully hired with social media. •89% of companies plan to recruit on social media. •&840,000 is the cost of a bad hire based on second level manager earning of $62K per year. •298% potential negative return on investment

To Whom Can You Outsource HR? Professional Employer Organization (PEO)

•A Professional Employer Organization, or PEO, handles all HR tasks and is usually more beneficial for small and mid-sized businesses (under 200 employees). •When a business outsources HR to a Professional Employer Organization they enter a co-employment relationship in which the PEO becomes the employer of record and the PEO company is the on-site employer. •As the employer-of-record, the PEO will be responsible for taxes and worker's compensation. Financial liability for the small business decreases due to the shared burden. •Additionally, the PEO can obtain reduced rates on retirement packages and health benefits by combining employees from all of their customers. •They often offer outsourced payroll, performance management, recruiting, background screening and other various employment administrative tasks that depend on the needs of the business that hires them.

Strategic Capabilities

•A company should not outsource any activity that directly contributes to its strategic, competitive advantage. • In addition to such core capabilities, organizations should also think twice about outsourcing any critical activities — ones that provide no direct competitive advantage but are highly interdependent with those that do. •If a company believes it can build a sustainable lead in an activity that offers long-term competitive advantage, then it should refrain from outsourcing that function and instead devote efforts to building superior capability •If a company doesn't believe it can build a sustainable lead, then it might be better off outsourcing the activity even if its current relative proficiency is high and other factors discourage outsourcing.

Screening Interview

•A screening interview is a type of job interview that is conducted to determine if the applicant has the qualifications needed to do the job for which the company is hiring •A screening interview is typically the first interview in the hiring process if the company does not start with open interviews where multiple candidates are screened at an open hiring event •In most cases, a screening interview includes a brief review of your background, and a list of questions designed to determine if you're a viable candidate for the position •The questions will be about your qualifications, but the interviewer may also want to know your salary requirements and availability to work. •A screening interview can be conducted over the phone or in-person. In both cases, the results of the screening interview will determine if the candidate moves to the next round of the interview process

To Whom Can You Outsource HR? Administrative Services Organization (AS0)

•ASO, or Administrative Services Organization. As the name aptly implies, an ASO provides administrative services for your company. •These include processing payroll, performing direct deposits, and filing payroll taxes. Like outsourced payroll, the filing is under your federal employer ID number (FEIN). •However, unlike outsourced payroll, the ASO will provide assistance with questions concerning compliance and legal concerns, access to insurance, worker's comp, and medical/dental benefits. •The ASO provides the small business employer "employment related" relief for businesses with 50 or more employees. •ASOs outsource HR differently than the first two types of organizations because they focus mostly on the administrative side of HR and there exists no co-employment relationship between an ASO and the business that hires them.

Competitive Challenges Driving New Demands On HR Change, Change, and Change Some More

•Although called by many names - among them, transformation, reengineering, culture change, reinvention, adaptation, flexibility, rapid learning, and agility - the competitiveness challenges the same. •Engaging the hearts and minds of everyone in the organization to change - including the leadership•Learning how to insist without being indolent, to demand without being discourteous, and to persist without being pushy is part of the HR professionals change challenge •HR professionals who can create organizations that respond faster than their competitors to both predictable and unpredictable changes will be more likely to win

Customer Centric Employee Reward Systems

•In the future, smartphone apps with GPS technology will allow customers to register instant and direct feedback about employees, sometimes with first names and photos. • Managers should respond to themes and trends in such feedback and avoid giving too much weight to the one-off cranky customer, he advises.•Some organizations are having success in letting customers give out some of the bonus pool to employees," • Delta Airlines, for example, sends out in their annual frequent-flier credential packet, "Job Well Done" certificates to distribute to employees who demonstrate quality customer service. •Each certificate is worth points that the employee can redeem on Delta's corporate intranet for merchandise and gift cards.

Cultural Fit Examples (2)

•An employee who works well on a team and who appreciates the input of a variety of people is likely to work well in an organization that stresses teamwork and in which teams are integral to daily operation. •An employee who wants to work alone the majority of the time may not find a good cultural fit in a team-oriented workplace. •An employee who wants to be told what to do will not fare well in an organization that stresses employee empowerment and personal accountability. •An organization leader whose style emphasizes command and control will not successfully lead in an organization in which employees expect to have their input, opinions, and commitments solicited and carefully regarded. •An individual who needs flexible hours because he or she has children with diverse activities before and after school is not a good cultural fit for a job requiring rigid work shift coverage. Cultural

Flawed Employee Reward Systems

•An example of a flawed system is after buying a car, the salesman askes you to go online and rate the service. He says, 'Please give me the highest possible or I won't get a bonus," •This is skewing the data. The intent is there, but the execution isn't quite there. •Surveys attached to store receipts are inherently skewed. •The customer who goes online to complete the survey just wants the reward and isn't giving any thought to the ratings. •The employee never receives that feedback directly, so there's no point. •Employers should instead empower customers to give employees feedback directly.

Phone Etiquette

•Answer the phone yourself, let family members and/or roommates know you are expecting a call. •When you answer the phone, answer with your name i.e. Jane Doe (in a perky tone of voice), so the interviewer knows they have reached the right person. •Use the interviewer's title during the conversation (Mr. or Ms. and their last name.). Only use a first name if they ask you to. Otherwise, use the formal title. •Listen carefully to the interviewer and don't start speaking until the interviewer finishes the question. If you have something you want to say, jot it down on your notepad and mention it when it's your turn to talk. •Don't worry if you need a few seconds to think of a response, but don't leave too much dead air. If you need the interviewer to repeat the question, ask. •Follow up soon after the call with a thank you note that reiterates your interest in the job

Competitive Challenges Driving New Demands On HR Capability Focus

•As a strategic vision turn into daily actions, organization capabilities need to be redefined. •Organization capabilities are the DNA of competitiveness •They are the things an organization always does better than its competitors do •Capabilities may be hard, such as technology, or they may be soft, such as organization capabilities •The organizational capabilities are more difficult to create and replicate •The organizational capabilities have a 75% failure rate •Organizations must work in four directions 1.Building capabilities of confidence 2.Becoming "boundaryless" 3.Achieving capacity for change 4.Obtaining change that builds on and maintains itself

Choosing a Human Resources Outsourcing Company

•As stated, there are three main types of organizations to which HR can be outsourced. 1.PEO 2.HRO 3.ASO •The most prevalent option for small companies is the Professional Employer Organization, mostly because of the added bonuses of completely outsourcing HR and sharing the burden of risk. •Others might find it more advantageous (simply due to the number of employees) to outsource only certain HR functions (ASO or HRO) Some might find it better to outsource only the administrative side of HR (ASO)

The Pay-Off For Delighting The Customer

•As we've seen with Costco, the recipe for a successful business and loyal customers requires a number of key ingredients including product, price, quality, consistency and environment •Even if this mix is perfect, without great service, a business is at risk of losing customers to its competitors. •All things being relatively equal, quality of service is the most important and distinctive ingredient. •Studies have shown that customers who have a good experience with a business will tell one other person. •If they have a bad experience, they will share it with 10 of their friends. •Great customer service begins with hiring the right people. •the right people are on board, it's important to create an environment that supports employee engagement. •What's the difference between simple "employee satisfaction" and "employee engagement?" •Studies have shown that customers who have a good experience with a business will tell one other person. •If they have a bad experience, they will share it with 10 of their friends. •Great customer service begins with hiring the right people. •the right people are on board, it's important to create an environment that supports employee engagement. •What's the difference between simple "employee satisfaction" and "employee engagement?" •One can call the employee's "psychological contract" with their company as Transactional or Relational. •Employees who are satisfied with their jobs may be content to go to work, are dependable and perform well. - "Transactional" •Studies show that employees who are engaged show a measure of discretionary effort, enthusiasm and loyalty that sets them apart from their peers. - "Relational" •According to a 2013 Gallup report, State of the American Workplace: Employee Engagement Insights for U.S. Business Leaders, employers found higher rates of productivity, profitability and customer ratings among businesses with the most engaged employees. •Additionally, there was less turnover, absenteeism and fewer safety incidents. •Engaged employees tend to be advocates for their business both on and off the job. •They treat the business as if it were their own, perform their jobs with integrity, tend to find creative solutions to problems and build loyalty to the business through their relationships with clients. •Research has found a direct correlation between highly engaged employees and customer satisfaction. •Year over year, if employee engagement increases, customer service scores also rise

Selecting Customer Centric Staff Members

•At Nemours Children's Hospital in Orlando, Fla., which opened in October 2012, former patients of other Nemours facilities and their family members helped design the 95-bed facility and helped select and train 600 associates. •Two years before the hospital opened, Chief Nurse Executive Barb Meeks asked Rick Kennedy, senior HR business partner, to include members of Nemours' Family Advisory Council in the hiring process. •It started with the selection of nurse leaders, then expanded to include the selection of hospital clinic leaders and physician leaders. •Kennedy says parents agree to serve on the Family Advisory Council as a way to give back for the care they and their children received or are receiving. •"They are making that care better for their children and others," he says. "They are a huge part of this hospital and can walk every hall and see their impact on the design or in the way check-in is handled.

Improving Human Resources Outside-In

•Before pursuing a customer-centric HR strategy, make sure it fits your organizational culture. "HR needs to pull all the pieces together," Carbone says. •HR professionals also need to make sure that when customers come in to help, they feel valued. "It's a big time commitment for customers for not much return in traditional terms," •Find people passionate about improving the quality of service at your organization. •Find those customers, engage them and really listen to them. You have to partner with them." •Customers are overloaded, and HR has to be innovative and selective about how you engage your customers and what you want from that engagement,"

Examples of Social Networking Sites and Tools

•Blog - a discussion or informational site published on the internet that consists of entries ('posts') typically displayed in reverse chronological order, i.e. the most recent post appears first. •Facebook - a social networking service where users create personal profiles, add other users as friends and exchange messages, including automatic notifications when they update their own profile •Google - an American multinational corporation specialising in Internetrelated services; most famously its core search engine •LinkedIn - a business-related social networking site mainly used for professional networking. •Twitter - a popular microblogging service enabling its users to send and read publicly visible messages called tweets. •YouTube - a (Google-owned) video-sharing website on which users can upload, share, and view videos.

Recruiting Process Step 6: Review Applicants and Develop Short List

•Candidates can complete an electronic application for each position (resume and cover letter are optional). •Candidates will be considered "Applicants" or "Expressions of Interest".

Changi Airport Group Case Example

•Changi Airport Group manages Changi Airport in Singapore, and uses technology to encourage customers to provide immediate feedback. •The airport employs about 1,000 workers internally, but it is also responsible for the quality of another 28,000 employees who serve travelers in retail stores, restaurants, security checkpoints and restrooms. •To solicit and respond immediately to feedback, Changi installed interactive kiosks at every touch point from check-in to baggage claim. •For instance, as passengers leave the restroom, they face an interactive computer screen at the exit to rate cleanliness, report any maintenance required and suggest improvements.

Spillover Risks

•Contracting with a supplier can expose a company to the possibility that confidential information might leak, perhaps even to competitors. •The risk is heightened when the out-sourced activity involves technology that is novel in some competitively significant way and when the protection for it (for example, patent laws) is weak or unclear and the innovation is easy to imitate. •Interdependencies are also of concern: Spillover risks are exacerbated when the interface between the outsourced activity and other internal functions is complex, requiring a company to reveal proprietary information to ensure a good fit between the two.

Organizational Culture

•Culture is loosely defined as the core values, behaviors and personalities that make up an organization. •These are based on the beliefs, attitudes and priorities of its members as well as how they view their work and themselves. •The interview to assess cultural fit is important, because company cultures can vary greatly, and not every employee will do well or be happy in every culture. •For example, there is the "Create Fun and A Little Weirdness" culture of Zappos (acquired by Amazon in 2009), an online retailer of shoes and clothing, where everyone works in a cubicle environment and employees can be seen wearing shorts and t-shirts, even sporting pink or Mohawk hairdos. •Contrast this with the team-based and innovation-driven culture of W.L. Gore & Associates, a technology company where "there are no traditional organizational charts, no chains of command, nor predetermined channels of communication," or the more hierarchical and formal cultures within the banking industry and government

From Customer Service to Customer Experience Customer Experience Continued

•Customer experience must be understood and approached holistically, with those responsible for each area of a company's offerings giving intentional thought and focus on how their decisions will shape and impact the overall customer experience. •Customer experience goes beyond customer service alone, and is far more than any single leader, employee, or department. •It's about truly understanding your customer as segments and as individuals, architecting a plan for delivering exceptional experiences, and then empowering employees to deliver it across all touchpoints. •Research by the Journal of Consumer Research has found that more than 50% of an experience is based on an emotion as emotions shape the attitudes that drive decisions "did the customer leave happy?"

Customer Centric New Hire Orientation

•Customers also can play a role in new-hire orientation. •Sessions with a panel of parents whose children were patients are the top-rated sessions during Nemours' three-day orientations. •If you want to orient new hires into what the company does, who the customer is, who the competition is and how we meet our customer needs, then the best way to do that is to have the customer say it directly. •Hearing from a customer—not a manager or another employee—about an instance where the company failed or almost failed to deliver and then recovered is very powerful for employees.

Customer Centric Employee Reward Systems . (2)

•Customers find it rewarding to reward an employee in person. •To expand on the concept, the person who receives the most certificates should lead customer service training. •Even traditional employee recognition vehicles present opportunities to use stories, quotes and images to magnify customers' opinions.

In-Person Interview Continued

•Dining with a job applicants allows employers to review your communication, and interpersonal skills as well as your table manners, in a more relaxed (for them) environment. •Depending on the interview process of the company you're interviewing with and the type of job you are applying for you may be invited to an lunch or dinner interview •Are you really nervous? Check out the restaurant ahead of time. That way you'll know exactly what's on the menu, what you might want to order and where the rest rooms are located. •Don't order messy food - pasta with lots of sauce, chicken with bones, ribs, big sandwiches, and whole lobsters are all dangerous. •Don't order the most expensive entree on the menu.•Do order food that is easy to cut into bite-size pieces. •It's wise not to drink alcohol during an interview. Interviewing is tough enough without adding alcohol to the mix.

Do's and Don't During the Phone Interview

•Don't chew gum, eat, or drink. •Do keep a glass of water handy, in case you need to wet your mouth. •Do smile. Smiling will project a positive image to the listener and will change the tone of your voice. It can also be helpful to stand during the interview, since this typically gives your voice more energy and enthusiasm. •Do speak slowly and enunciate clearly. •Do use the person's title (Mr. or Ms. and their last name.) Only use their first name if they ask you to. •Don't interrupt the interviewer. •Do take your time — it's perfectly acceptable to take a moment or two to collect your thoughts. •Do take notes when possible on what questions came up. •Do give short answers. •Do remember your goal is to set up a face-to-face interview. At the end of your conversation, after you thank the interviewer, ask if it would be possible to meet in person.

Recruiting Process

•E-recruiting is a catchall phrase that describes the process of gradual automation •Someone is using e-recruiting if their organization has automated all or part of the process. •What looked like breakthroughs (gathering resumes with spiders, posting jobs on the internet, sophisticated assessment and matching systems) have all amounted to brief competitive advantages an not a long term solution. •E-Recruiting is in the evolutionary stages. •There is some reason to believe that the end state involves a profound transformation in recruiting: from reactive to proactive, from data management to relationship development, from meeting requirements to anticipating them. •Recruiting could be entering a phase in which the principles of inventory and supply management are applied to human beings •Demographics, which suggest major labor shortages in all of the industrialized countries, support the notion that recruiting must ultimately confront total quality and just-in-time inventory management practices.

Structured interview

•Each candidate is asked similar questions in a predetermined format. •Emphasis tends to be on your past experience and assets you can bring to company. •Typically, the interviewer records your answers, which are potentially scored on a standard grid.

Recruiting Process Step 3: Develop Recruitment Plan

•Each position requires a documented Recruitment Plan which is approved by the organizational unit. •A recruitment plan maps out the strategy for attracting and hiring the best qualified candidate and helps to ensure an applicant pool which includes women and underrepresented groups including veterans and individuals with disabilities.

Changi Airport Group Case Example (3)

•Employees are trained to make eye contact and treat travelers as individuals. •Because traveling is stressful under normal circumstances, employees are trained to use positive body language and verbal cues to make the experience pleasant. •For example, they learn how to defuse anger and how small acts can make a difference. •"One of the surprising things we do is when an agent opens a traveler's passport and it's his birthday, the agent slips a birthday card into the passport," Lau says. •When interactions aren't so positive, travelers note grievances in the kiosks. •If the issue merits involvement, an onsite manager is deployed to solve the problem or coach a partner employee on how to handle the situation in the future. •"Sometimes the employee did everything right and the manager is there to support the employee," Lau addsChangi

Social Networking Continued

•Employers may leave themselves open to charges of discrimination; using social media to alert potential candidates to vacancies could potentially discriminate against those who do not have access to social media •Or indirectly discriminate against groups which are under-represented in a targeted campaign strategy •Some of the major issues to address include: •How to handle the discovery of information not intended for employers; •How to avoid infringing user agreements with websites; •The risk of 'bias creep' in letting information which is not linked to the personnel specification influence the hiring decision; •How to find out and what to do if information is posted on a candidate that is malicious or incorrect; •The issue of reciprocity in providing access to corporate information •Insights into the job and working conditions at the employing organization which might previously have been concealed during the selection process, but which candidates may now expect

Functional fit questions

•Examples include: •Sales role: Walk me through the most complex sale you've ever made and why you believe it was complex. •Marketing role: What are some of the biggest issues you've encountered in product launch plans, and how did you overcome them? •Administrative Assistant role: What have you found are the most important skills for being successful in the role of an administrative assistant? •Database Administrator role: Walk me through your process of troubleshooting problems/issues.

Cultural fit questions

•Examples include: •Describe your ideal work environment. •Explain a work environment or culture in which you would NOT be happy. •Describe the behavior and characteristics of the best boss you've ever had. •Tell me about your preferred work style (e.g. alone or on a team, with close supervision or allowed to work independently, fast-paced or slower paced)

Screening Interview (2)

•Expect very functional questions during a screening interview. •Often, interviewers at this stage are recruiters or hiring managers, not the manager for this position. •Their goal is to create a shortlist of appropriate candidates, who will then continue on to the next interview. •Typical questions during a screening interview include: Tell me about yourself Describe your work history What are your salary requirements? Why are you interested in this job?

The Job Offer

•Final step will be a job offer •Before you accept, it's important to evaluate the compensation package •Consider whether you want to make a counter offer •Accept (or decline) the job offer in writing.

Tips for a Successful Phone Interview Review phone interview tips

•Find a quiet place to talk with the interviewer, and minimize distractions. • It's important to be able to focus on the conversation, not on what's happening around you. •Prepare for a phone interview just as you would for a regular in-person interview •Compile a list of your strengths and weaknesses as well as a list of answers to typical phone interview questions. •Have a list of questions ready to ask the interviewer. •Take the time to match your qualifications to the job description, so you can speak to why you're a strong candidate for the position •Review your resume, as well.

In-Person Interview

•First in-person job interview is typically a one-on-one interview between the applicant and a hiring manager •Knowing how to put together a strong answer to the most common interview questions is obviously key to landing a job. •The best job candidates spend a lot of time preparing for the job interview because they know how important that 30- to 60-minute interview can be to their entire career. •The second interview can be a more in-depth one-on-one interview with the person you originally interviewed with or it can be a day-long interview that includes meetings with company staff •You may meet with management, staff members, executives, and other company employees. •Once you're scheduled for a second interview, you're most likely in serious contention for the job •Third Interview, you might think you're done with the interview process and you'll soon find out whether you'll be receiving a job offer. •A third interview typically involves a final meeting with the hiring manager, and may provide the opportunity to meet more of your prospective colleagues

Customer Centric Human Resources Management Continued For HR purposes

•For instance, instead of being an employer of choice, organizations should strive to be an employer of employees whom customers would choose—and, in some cases, do choose. "If I were a customer, what type of person would I want to interact with?" • "Almost every HR practice can be filtered through the eyes of the customer". •Organizations that are successful in creating shareholder value are ones that fuse employee and customer experiences," •Create "cultures where customers are coaching employees rather than managers coaching employees" •Integration between customers and employees through HR is gaining momentum. •What are our customers telling us they need? •Data analytics can provide a window into the customer's rational and emotional needs. •How can we harness these analytics to drive day-to-day behaviors and processes? •To deliver the desired customer experience, companies must synthesize and socialize customer service values throughout the enterprise. •How can we connect customer service values to our organization's purpose? •Companies can deliver a relevant and branded customer experience by connecting day-to-day activities to business goals.

Customer Centric Training Opportunities

•HR professionals engage customers in employee training in a number of ways. •At General Electric, for instance, about 10 percent to 20 percent of participants in its management development institute are GE suppliers. •This means GE is able to share its values with suppliers and create closer ties between the company's managers and suppliers. •Nemours Hospital involves patients' parents in its annual leadership development retreats for leaders. •Parents will come and speak to the leaders about what the care was like for their child. • Parents share their stories and insights, and our leaders learn from them to improve the care at the hospitals."

Making the Deal with Your Customers Continued for HR

•HR professionals, who don't usually have frequent, direct contact with external customers, should start in their marketing departments. •Go to the customer insights group in marketing and ask [the marketers to partner with you. •HR professionals need to spend two to four hours per month going with salespeople on customer calls. •"At first, salespeople are worried that they are being assessed, so HR needs to be clear that the excursion is for information," •Say to the customer: 'We don't just want you to buy a product. We want you to be a part of creating the systems that will result in better products and services. "

Cultural Fit Interviews

•HR reps often conduct cultural fit interviews, but in small companies this responsibility may fall on the hiring manager.

Customer Centric Staff Selection

•HR staff trained about a dozen parents in behavioral interviewing techniques and legally ill-advised interview questions. •Initially, two parents interviewed each candidate with an HR representative. •As the parents became more comfortable and skilled, HR no longer sat in. •Now, usually only one parent interviews each candidate. •Having customers conduct interviews tells them that "you want to hire to their standards, and it tells candidates that the customer is the ultimate boss," Kaufman says.

Customers Rewarding Employees

•Having customers directly reward employees is not a new concept. • It happens all the time in the restaurant industry: Diners directly tip servers, who know their pay depends on the quality of service and act accordingly. •This customer-employee integration produces a positive outcome for all—the server gets rewarded instantly on his performance, the diner feels special, and the restaurant sells more meals. •The manager, who is one or more steps removed from the customer-employee interaction, decides whether the service was good or not. •You can put in mechanisms like customer service surveys or use a commission-based compensation system, but these systems can be flawed."

Cultural Fit Questions You Should Ask

•How would you describe your organizational culture? •When you think about the stars here, the most distinctive talents at all levels of the company, are there three or four traits that most of them share? •Has anyone with those characteristics ever failed here anyway? If so, why? •If you could change one thing about the culture here, what would it be? " •Could I meet some of the people I'd be working with?

What Is Human Resources Outsourcing?

•Human Resources outsourcing refers to the practice of contracting a third-party organization to handle some or all of a business's HR tasks and functions. •When small business owners or HR professionals consider outsourcing HR, they want to consider: • Who else is outsourcing •What functions can be outsourced •To whom they should outsource• According to a study by The Society Of Human Resource Management (SHRM), over half of all HR professionals have taken advantage of outsourced HR. •In 2000, the HR global outsourcing industry had revenues of $46 billion, today the industry is $90 billion

Recruiting Process Step 2: Develop Position Description

•Identify Duties and Responsibilities •Prior to developing the job description the hiring manager should identify the following: 1. General Information 2. Position Purpose 3. Essential Job Functions 4. Minimum Requirements 5. Preferred Qualifications

What HR Functions can be Outsourced?

•If a company choses to partially outsource HR, the company shares responsibilities with the vendor, sharing information and control over the functions. •If the company decides to completely outsource, the vendor takes on all HR responsibilities •HR manager in the original company takes on a new role, liaison with the vendor, focusing only on HR in order to manage the vendor-company relationship. •Whether partially or completely outsourcing, companies frequently outsource the following HR functions: •Employee Assistance/Counseling •Health Care Benefits •Retirement Planning •Performance Management •Drug Screening •Background Screening •Payroll Services •Risk Management •Temporary Staffing

What Is Human Resources Outsourcing? (2)

•In summary the top two reasons for outsourcing are the benefits of costand timeefficiencies •These efficiencies are really the opportunity costs of business owners and managers, who lose time and money focusing on HR tasks when these resources can be spent on what must be done to grow their business •That is, the time and money devoted to employee management is better spent by outsourcing HR so that businesses can be devoted to core business functions •Other reasons cited by SHRM include improved compliance, a wider range of offered services, and more experience in the HR field. •HRO has expanded well beyond cost and efficiencies to become a driving force for creating business value

Commitment versus Flexibility

•Irreversible commitments (to a core activity, for instance) can be a powerful weapon for a company to signal to competitors its intent to defend its advantage. •But strategic flexibility has considerable value, too. For example, a company might be inclined to outsource a function when there is great uncertainty about the future value of that activity's output. •Furthermore, uncertainty about the future trajectory of a technology might make a company less inclined to outsource a process that relies on that technology if the activity is core or critical but more inclined to if it is neither.

Steps in the Job Interview Process

•It's not always quick and easy to get hired •The job interview process can be lengthy •Being interviewed once and getting a job offer is typically a thing of the past. •Today, many companies have an involved interview process starting with screening interviews, which often take place on the phone, followed by in-person interviews, second interviews, and even third interviews.

Unstructured interviews

•Much more casual and unrehearsed. •They depend on free flowing conversation which tends to focus on your personal qualities as they relate to the work. •Questions about skills and strengths can be asked and should be answered as formally as in a structured interview.

Recruiting Process Step 8: Select / Hire Final Applicant

•Once the interviews have been completed, the committee will meet to discuss the interviewees. •Committee members will need to assess the extent to which each one met their selection criteria.

State of Current E-Recruiting Through Social Networks (3)

•One-third of the employers who used SNSs for screening reported they had found information which had caused them not to hire a candidate (CareerBuilder.com, 2012). •Reasons for screening out candidates ranged from the posting of inappropriate photographs or information, displaying poor communication skills, conveying information associated with alcohol or illegal drug use, revealing information that falsified qualifications listed in a CV, and posting content disparaging previous employers. •However, one-third of these managers also reported that information found on SNSs had made them more likely to hire a candidate. •Positive qualities which could be highlighted in candidates' profiles included professionalism, creativity, good communication skills and strong references from others. •However, the most commonly mentioned appealing aspect of an applicant's social media profile was in fact the least tangible:

Gaining Relative Proficiency

•Outsourcers can take advantage of economies of scale and scope by aggregating (pooling) the needs of several clients. • In doing so, they can offer great variety and quality at low cost. •In knowledge-intensive activities, specialized providers might be better positioned to recruit and retain scarce technical experts. •Companies need to examine their proficiency relative to that of vendors on a case-by-case basis. • Particularly among large corporations that have sufficient scale, clients may be very efficient. •Even then, though, a company might decide that the activity is not sufficiently strategic. •Another consideration is whether the client organization is adept at managing suppliers — an issue that is often an unexpected sticking point.

Competitive Challenges Driving New Demands On HR Profitability Through Cost and Growth

•Profitability is a given. Firms that are not competitive, as measured by profit, in the absence of competition will fail. •All three growth strategies involve HR: 1.Growth through leveraging customers 2.Growth through leveraging core competencies 3.Growth through mergers, acquisitions, or joint ventures •The challenge of achieving growth while achieving costs will push HR to take on new challenges.

Making the Deal with Your Customers The Company's Mission

•Show customers the company's mission, vision and values statements and then ask questions such as: 1.What qualities do you value most in a salesperson? 2.Do you think our company is true to its mission, vision and values statements?3.What behaviors does our company exhibit that demonstrate we are living those statements? 4.Would you be more committed to the company if it acted on your feedback? •Use the information you learn on these sales calls to inform HR decisions. •In addition to HR professionals going out, organizations must get customers to come in. •When soliciting customers to partner with the organization, HR professionals need to seek a mix of customer types.

State of Current E-Recruiting Through Social Networks

•Social-media tools and techniques as currently used are not a direct replacement for traditional hiring processes, but rather a supplement to them •Relationship Management remains an enduring feature of recruitment firms, maintaining links with skilled candidates ... The internet just makes such contact easier. • Research suggests that a switch from traditional to online recruitment might not be as simple as just changing the tools, as it might require more strategic changes in the wider recruitment process •Although e-recruitment has become widespread among companies, it has not dominated the recruitment market in the way that was predicted by the popular media • Social media can have an impact on the screening and selection of potential employees •The Society for Human Resource Management (SHRM) survey (SHRM 2011a) found that organizations engaged in the practice cited their reasons for using social media to screen job applicants as:

Creating Human Resource Practices

•Some companies involve customers in creating employee-related practices. Including customers in cross-functional committees is one way to engage them on this level. •For example, "ask a customer to serve on the committee choosing the best employee suggestion or on the committee reviewing customer complaints. •HR professionals can use customer feedback in performance reviews, recognition awards and newsletters. •Framing positive customer letters with photos of the customer shaking hands with the employee who was complimented. •If you're an employee, you would feel great each day seeing that in the corporate lobby, Kaufman says. •If you are a customer, seeing photos of people like you having positive interactions with the same employees you are about to meet is a powerful first impression.

Future of HRO

•Some observers see outsourcing as a key trend (perhaps even the key trend) shaping the future of HR. •They envision HR departments focused entirely on strategic activities, all performed with an in-house staff consisting of a small number of high-level contributors, perhaps only internal consultants •HR systems designers and HR executives — leaving all the transactional and administrative activities to vendors for which those processes are core. •Others doubt that the strategic and operational aspects of HR can be separated so cleanly. • HRO can become abdicating your role as an employer to lead your people.

Making the Deal with Your Customers Information Continued

•Some people may assume that you need to incentivize customers to participate, but you may not have to. • Wikipedia and other open-source forums where users enhance knowledge for free. • For example, Apple computer product users started their own forums that are unassociated with the company. •Also, millions of people review countless products on retailer websites simply to help others make informed decisions. •When looking for consumer partners, go online and scan forums and social media such as Facebook and Twitter to see who is passionate about your product or service. •Extend the invitation to contribute, and let customers "raise their hands," Customers expect open channels.

Competitive Challenges Driving New Demands On HR Attracting, retaining, and Measuring Competence and Intellectual Capital

•Sourcing and retraining talent is the new competitive battleground in information centric organizations •Successful firms will be those most adept at attracting, developing, and retraining individuals with skills, perspectives and experience sufficient to drive a global business •Leadership must be team-focused rather than driven by a single person. •Rapid learning organizations spread ideas and innovation quickly across boundaries through improved information-flow processes

Competitive Challenges Driving New Demands On HR Technology

•Technology has made the world smaller, closer, and faster •Ideas and images spread quickly worldwide •Technology overcomes geographic distance as well as language and cultural differences• Technology has changed the flow and use of information •Technology enables the accumulation of big data, metrics, analytics, and forecasting to levels of accuracy never perceived of in the past

Talent Acquisition - Candidate Interviews

•Text confirming on-site interviews •Culture video emails featuring the CEO •Traffic update texts •Coordinator welcome video •Special candidate badge •iPad with schedule, interviewer profiles, company blogs, products/services •"Goodie bag" - water, snack bars, etc. •Tours•Gift box - company mug, key chains, T-shirts, etc. •Thank you email •Welcome note on the first day when hired.

E-Recruiting

•The automation of the Recruiting process began in the early 1990s with the release of Restrac'sinitial product. •That process, automates the administrative component of contemporary recruiting (sourcing, resume management, performance measurement, interview scheduling) •The purpose of e-recruitment is to make the processes involved more efficient and effective, as well as less expensive •Online recruitment can reach a larger pool of potential employees and facilitate the selection process. •The online promotion of an organization as a desirable place to work, through the corporate website or other venues, is one element of e-recruitment •E-recruitment software and systems are available as standalone applications, product suites and services •Today, all sophisticated firms use automated sourcing and administrative systems to give their recruiters more time to focus on the harder chores of relationship development and deal closing.

Competitive Challenges Driving New Demands On HR Value Chain for Business Competitiveness and HR Services

•The challenge to build and operate organizations that will be more customer responsive •Focusing HR practices more on value chain (suppliers and customers) and less on activities within the firm.

Why Is Human Resources Outsourcing a Trend?

•The current economic climate is forcing organizations to explore ways they can remain competitive yet stay on top of ever changing needs and demands. By outsourcing of certain HR functions, HR professionals gain time to play a more strategic role in their organizations. Reason for Outsourcing 26% - Save money 23% - Focus on strategy 22% - Improve compliance 18% - Improve accuracy 18% - Lack experience in house 18% - Take advantage of technological advances 17% - Offer services we otherwise could not 15% - Focus on core business 5% - Other

In-Person Interview Continued (2)

•The final interview is the last step in the interview process and the interview where you may find out whether or not you are going to get a job offer •In the final interview, you will likely meet a number of people in the office including prospective co-workers, and you may even have multiple interviews with these employees •Don't assume you have the job. •You still need to present yourself as the top person for the job without seeming arrogant. •Treat the this interview with the same seriousness and professionalism as you did for the previous meetings and continue to sell yourself as the right choice for the job. •The interviewer may bring up topics from your prior conversations and if you can respond effectively, it demonstrates your attention to detail and allows you the chance to elaborate or amend anything you said before. •Follow-up after each step in the interview process

Recruiting Process Step 7: Conduct Interview

•The interview is the single most important step in the selection process. •It is the opportunity for the employer and prospective employee to learn more about each other and validate information provided by both. •Interviewing guidelines, and interview process will be necessary to generate data to properly evaluate skills and abilities

Tips for a Successful Screening Interview Review the job description:

•The job description is a cheat sheet to the company's wants and needs in a candidate. •Review the desired qualifications, as well as the main responsibilities involved in the role. •While you don't need to do a deep dive, researching the company can help you understand the company's needs and culture better. •Review the desired qualifications, as well as the main responsibilities involved in the role. •While you don't need to do a deep dive, researching the company can help you understand the company's needs and culture better.

Summary Thoughts on HRO (2)

•The six factors help explain why companies of different sizes tend to outsource different HR activities. •Small and midsize firms (as compared with large corporations) are considerably more likely to outsource payroll, because they lack the economies of scale to perform that function efficiently. •Conversely, large companies are more likely to outsource benefits processing because they typically offer a broader range of benefits, which increases complexity and reduces the economies of scale for handling that activity in-house.

Social Networking Continued (2)

•The use of social media as a recruitment tool throws up some opportunities and challenges for employers •Social media potentially offers speed, efficiency and the ability to target and attract specific, particularly apposite candidates in the recruitment process. •However, there are ethical questions of privacy and the extent to which it is appropriate and relevant for employers to seek information about workers' private lives. •A US survey found that the most common reasons for not shortlisting and rejecting candidates were based on 'lifestyle' rather than employment-related information. •For example, 35 per cent of those surveyed said that they found material on SNSs that caused them not to hire a job candidate •Social media postings that included 'provocative or inappropriate' photographs or information were cited by 53 per cent of HR managers as a reason to turn down an employee (careerBuilder.co.uk 2010).

Social Networking

•The use of social media as a recruitment tool throws up some opportunities and challenges for employers •Social media potentially offers speed, efficiency and the ability to target and attract specific, particularly apposite candidates in the recruitment process. •There are ethical questions of privacy and the extent to which it is appropriate and relevant for employers to seek information about workers' private lives. •A US survey found that the most common reasons for not shortlisting and rejecting candidates were based on 'lifestyle' rather than employment-related information. •For example, 35 per cent of those surveyed said that they found material on SNSs that caused them not to hire a job candidate •Social media postings that included 'provocative or inappropriate' photographs or information were cited by 53 per cent of HR managers as a reason to turn down an employee (careerBuilder.co.uk 2010).

Recruiting Process Step 4: Select Search Committee

•To ensure applicants selected for interview and final consideration are evaluated by more than one individual to minimize the potential for personal bias, a selection committee is formed. •The hiring manager will identify members who will have direct and indirect interaction with the applicant in the course of their job. •Each hiring manager should make an effort to appoint a search committee that represents a diverse cross section of the staff. •A member of the committee will be appointed as the Affirmative Action and Compliance Liaison who will monitor the affirmative action aspects of the search committee.

Trust

•To protect against dependency and spillover risks, a company can rely on detailed legal contracts with vendors. •But such documents are time-consuming and expensive to negotiate, and enforcement is uncertain and costly, thus discouraging outsourcing • Instead, outsourcing is greatly facilitated by trust between the two parties, particularly when both organizations are keen on maintaining their reputations as trustworthy partners. •However, given the possibility of divergent business interests, trust between independent firms is, by nature, conditional and therefore risky. •Note that the trustworthiness of external suppliers should be compared with that of internal suppliers, which sometimes rate poorly.

Cultural Fit Examples

•To summarize, culture is made up of the values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people. •Culture is the behavior that results when a group arrives at a set of - generally unspoken and unwritten - rules for working together. •An organization's culture is made up of all of the life experiences each employee brings to the organization. Culture is especially influenced by the organization's founder, executives, and other managerial staff because of their role in decision making and strategic direction. •The rewards and recognition offered to employees, what is valued and reinforced, powerfully shapes an organization's culture. •Culture manifests itself in an organization's: •language •Decision-making •symbols •stories and legends •daily work practices (How we do things around here)

Recruiting Process Step 9: Finalize Recruitment

•Upon completion of the recruitment process the offer to the selected finalist is made. •Once a final check of the selection process has been completed and the final applicant has been determined, the Committee Chair or designee will notify the Departmental HR •Negotiating the Offer •Countering the Offer •Finalizing the Offer

The Customer Experience

•What exactly is customer experience? How does it differ from customer service? •Start by defining customer experience. According to Harvard Business Review, it can be defined as "the sum of all interactions a customer has with a company." •This can include everything from a customer's initial awareness or discovery of a company, product or service, through the purchase and use of that's company's products or services. •Together, these all add up to the critical moments— called touchpoints—that create an organization's overall customer experience. •Consider this story about a car dealership. Although sales were solid, management was concerned that their customers and employees were not happy. So, they intentionally created, designed, and implemented an "experience" that would exceed customer expectations at every key touchpoint. By thinking differently about aligning the entire organization - the employees, the processes, and the physical plant itself - around the customer experience, the results were dramatic, increasing sales by 26 percent over the past few years.

Customer Centric Human Resources Management

•When HR professionals talk about customers, they're usually referring to internal customers—employees. •But a new wave of savvy HR executives are working with external customers to inform or create practices that help reward, train and retain employees. •Customer-centric HR is the next level of human resource management that will revolutionize the way companies operate. •The analogy is moving from "HR as a mirror" to "HR as a window." •The mirror reflects the business strategies that HR needs to incorporate into its practices,". •In the new phase from strategic to "outside-in," the new HRM changes the "mirror" to a "window" that HR looks out of into the external world of customers or investors to inform HR practices.

To Whom Can You Outsource HR? Human Resources Organization (HRO) Cont.

•When all functions of HR are outsourced, the HRO takes full responsibility. •In large organizations, the strategic HR role remains an internal position; however, most administrative and tactical roles are outsourced. •This can also be achieved in smaller organizations (typically under 200 employees) using a Professional Employer Organization

To Whom Can You Outsource HR? Administrative Services Organization (ASO) Cont.

•While PEOs primarily serve small businesses with under 200 employees and HROs focus on large companies with over 1000 employees, ASOs offer a popular solution for those mid-size businesses in between. •The various functions that ASOs provide include: •Safety Management •Compliance •Payroll ServicesPension Administration •Worker's Compensation •Traditionally, the PEO contract states that all services are accomplished and performed by the PEO using their FEIN, a key difference from the ASO. •Additionally, PEOs are generally employed by companies having 1 - 50 employees or for those groups that have many small pockets of employees across the United States.

Employee Engagement In A Customer Centric Organization

•Work/Job Role - Employees must see a link between their role and the role of the organization or business and customer solutions. Understanding this linkage provides an intrinsic motivation and increased engagement. •Work Environment/Organization Culture - The bond between an employee and the organization is cemented when the employee identifies with the culture of the business. •Rewards and Recognition - Team members want to feel valued for their contribution. Celebrate the big things and the small wins. And, make it personal. •Performance Management - Set clear expectations and goals. Provide honest, candid and caring feedback that demonstrates your support of the employee and standards for the business. •Leadership - Most people don't quit their job, they quit their boss! Continue to develop your skills as a leader. Great leaders will create an environment that will engage team members and drive results