Strategic Hr Plan

Blogging is a fantastic business medium. It can be molded to any cause or purpose, put a human face on your company, help build relationships with customers and make important information available immediately to large groups of people.

We've also discussed that encouraging your own team members or employees is a great way to fill a blog with rich content, different perspectives and infuse personality. And it should be a part of your business strategy to reach customers. However, empowering employees to put personal thoughts on your company website would give any leader pause.

There is always a chance that they could disclose confidential information -- it's easy to get lines crossed concerning things that are discussed in the office but shouldn't go any further than the front door. And, as much as we hope it never happens, unhappy employees sometimes choose to vent or air frustrations in public forums.

So, how do you give employees ownership of this social medium and ensure that your trust isn't violated?

1. Create a governing policy
Guidelines reign people in well and can be pointed to when there are small mis-steps giving you something to reference when discussing what is expected of all your bloggers.

2. Make it clear what should and should not be included
It's okay to tell people what they can and can't write about. It's also okay to extend the agreement to their personal blogs, if they want to participate at all, they have to agree to terms for both.

3. Learn from those who have gone before
Plenty of companies both small and extremely large invite employees to participate on corporate blogs and have create social media policies to govern their participation. Their guidelines are readily available online, when creating yours, see what some of the most successful companies have done.

A social media policy can save you a lot of frustration, time and money should someone abuse the forum. Incorporating a policy into your company's business plan, marketing strategy or strategic hr plan can only benefit operations.

Yesterday we addressed the importance of planning in the very beginning of a business. Equally essential to survival is ensuring that every family member who is contributing clearly understands not only what their role is to be moving forward, but also what all other family members' roles are. I think this can also be associated with transparency. In family business, everyone has to be aware of everything, there are no secrets.

Before assigning roles to specific people, first define the roles themselves -- actually write job descriptions. Then begin having discussions as to who best fits the requirements for each position. An expert in the Inc. article also suggests planning formal business meetings to avoid utilizing actual family time as company time. This will blur the lines and lead to confusion and conflict down the road. Don't let the dinner table double as a conference table!

When working on the roles themselves, don't think of the family members first. View the job descriptions and requirements as entirely separate from the family members who will be involved in the the immediate future as well as down the road. Do you want those involved in the business to have a college education? If so, you have to make this a clear requirement from the very beginning.

Setting guidelines for some type of employment policy as a part of a great strategic HR plan will go a long way in avoiding discrepancies in the future. Take the time to define standards for compensation, time off, performance and reviews.

The Inc. article stresses defining compensation over everything else and it makes sense. Money can be the root of all problems for small or family owner businesses.

In his book, The Survival Guide for Business Families, Gerald Le Van stresses the importance of fair compensation. Reasonable benefits should come "along with an understanding of money, it's meaning, its potential, its limits, what is involved in making, spending and saving money…" There is a relationship between money and self-esteem, he notes, and as the manager of a family business, that's something you need to be cognizant of nurturing.

When I say 'small stuff' I'm referring to rules, regulations -- the technical things that tend not to cross our minds throughout the course of our routine days. Today particularly, with so many businesses facing financial strain they don't have the time, resources or staff to pay particular attention to federal and state compliance policies (which are subject to what seems like almost constant change).

But these seemingly small details are of the utmost importance to ensure your operations are in compliance with these things. While they seem like, the "small stuff", if you plan to grow your business, hire, offer incentives to keep your star performers -- you must be aware of changes in regulations all of the time.

We realize not everyone can have an internal HR manager to keep tabs on these types of issues. For this, outsourced HR or having a strategic HR plan that includes an outside consultant can allow you to tap knowledgeable people who are experts in this area, bulletproofing your business and its practices from harm.

Being unaware of federal regulations and changes in them can result in drastic consequences for your business. A business plan for any small business should be sure to include some type of strategic hr plan so these important facets aren't overlooked.

I just received my April issue of Fast Company last night and proceeded to devour the entire thing in about 3 hours. It was chock full of interesting perspectives regarding different business trends (i.e. will FourSquare be the next wave in geolocation, advertising, etc.?), profiles of innovators who have identified ares within their given industries that can be changed to improve them and so much more.

However, my favorite piece was a small opinion column that makes a simple observation and explores its potential consequences.

The key insight: We're absolutely obsessed with leaders, visionaries, founders and entrepreneurs.

The consequence: We've overdone it. Many of these 'idea' people can't actually execute their theories. What about those who can turn dreams or amazing ideas into realities. We should romanticize them as well.

"Our leadership obsession has real, unfortunate effects. We have too many wannabe leaders. This doesn't sound like a bad thing - the next generation should have dreams and ambitions. But which ones? The drive to start, grow, be in charge of something - anything - has spawned a generation of people hunched over laptops at Starbucks yearning for that big idea that will make them the next Larry or Sergey. But not everyone can create the Google of the future, and many of those who don't will think they're failures."

"We degrade the very idea of followers - lemmings! - yet the world needs people who can follow intelligently. I am not talking about mindless armies that march in formation and shoot if their leader points down a dark hallway. The key word is "intelligently." Good followers ask good questions. They probe their leaders. They crunch the numbers to ensure that their visionary boss's gorgeous plan actually works. 'But I want to be Hans Solo,' you say. 'Who wants to be a follower?' Exactly, we don't even have a positive iconic image for someone who isn't a leader."

I think as leaders of companies or more basic, members of the professional community, this is a concept we should be more than aware of but something we should actively think about. Are there ways we can design programs that honor or draw attention to those who have the skills to execute at a high level our entrepreneurial ideas? It's definitely worth some time, reflection and maybe a change to your strategic HR plan, business strategy or business plan. How can you make sure everyone understands how important these 'doers' are?

I read an interview with Guy that appeared in the New York Times a couple of weeks ago and thought it pertinent to share. Since entering the workforce and more specifically the world of communications and PR, I have looked to Guy for insight into the way people work and how understanding that concept can benefit the way you do business and simply work, on a day to day basis.

Some of my favorite insights are below:

Sales is everything. As long as you’re making sales, you’re still in the game.

You should hire people who are better at doing things than you are. So, in my case, I was not the warm-and-fuzzy manager, so I tried to hire people who reported to me who were warm-and-fuzzy types to provide a buffer. If you can’t do it, you should find somebody who can.

I learned from Steve Jobs that people can change the world. Maybe we didn’t get 95 percent market share, but we did make the world a better place. I learned from Steve that some things need to be believed to be seen.

Make yourself dispensable — what greater accomplishment is there than the organization running well without you?

Success in business comes from the willingness to grind it out. It’s not because of the brilliant idea. It’s because you are willing to work hard.

I don't think I am going out on much of a limb in saying that many managers, CEOs and entrepreneurs can all find a statement above that rings true or that hasn't already been incorporated into your strategic vision or strategic hr plan, etc. Listening to leaders such as Guy reflect on their experiences and impart wisdom is crucial to our own successes and failures as we grow in our careers and our companies grow. We should consistently investigate what others like Guy have experienced and incorporate their hard-learned lessons into our daily strategies our program management plans and even our financial plans (when appropriate).

The basic concepts that lie behind being an entrepreneur.

You're creating something out of nothing, you should build a team around you that will support your goals and vision who also have the capabilities to help you expand. They should be creative, smart innovators, like you and have some diverse backgrounds to bring skills to the table you may not have.

Hiring a team for a startup is different than hiring for an older business. For the latter situation, you should be looking for organized, experienced people who are also comfortable with being leaders. They need to reliable and have high ethical standards. And don't forget, good communicators!

What about when you are expanding beyond an initial or leadership team? You should have some protocol in place that touches on expectations for employees, meetings and compensation practices. This will make it easier to bring new people into the mix. The other consideration, anticipating a change in communication. More people means more diversity regarding personality type and communication preferences. Getting a system in place that will make sure you're facilitating positive communication will be essential.

Let's talk about some common mistakes entrepreneurs make formulating a company, product and culture. Often times, these can occur in the hiring process, it's easy to hire people who look great on paper but aren't committed to your mission. Unfortunately, their lack of motivation can unravel projects quickly.

Don't hold on to control too tightly. Learn to let go. If you trust the people you've hired, at some point, taking your hand off the back of the tricycle is a must. They should continue moving forward as you stop and watch them go - freeing up your time to think strategically about growing your baby (company). And be understanding of mistakes, they happen to everyone from time to time.

Most important, accept and embrace your identity as an entrepreneur. Take your passion and communicate it clearly to investors and employees. Use these facts about what it means to be a leader and what it takes to succeed to develop an organizational development strategy, marketing communication strategy strategic HR plan that will give your passion a blueprint.

You are completely responsible for building the new world as your company will be part of it.

I am actually in the process of ordering both books by Dan and Chip Heath, Made to Stick and Switch: How to Change Things When Change Is Hard. The brothers, both business professors by trade who jointly write a regular column in Entrepreneur magazine are experts in what they teach as well as human psychology. Essentially, a great read for leaders to understand what their roles demand and what those they lead want from them.

In a recent interview the brothers shared insight into how to introduce your organizations to change - a difficult pill for the average person to swallow. If you're preparing to introduce different protocol, new employees or something far more drastic - understanding ways to facilitate widespread acceptance will go a long way.

Some of my favorite insights are below.

In reference to getting employees to accept change...
"One of the main mistakes is when leaders come up with a new vision but never translate that broad analytical vision into something people on the frontlines can actually execute. I was talking to an entrepreneur who wanted his employees to have a "mindset of customer service." But if you're an employee, when you hear that, all you hear is buzzword, buzzword, buzzword, jargon, jargon, jargon."

What about stubborn people...
"You can try to find the feeling that's going to make them empathize with customers. For instance, Microsoft had some very stubborn programmers who thought they were writing brilliant software. But six out of 10 customers Microsoft surveyed couldn't figure out how to use the new feature. When they told the programmers this, their response was, "Where did you find six dumb people?" Microsoft brought the programmers into a usability-testing lab and put them behind a two-way mirror. When the programmers watched a real customer struggle with the software they designed, the programmers immediately started thinking about ways of changing it. Don't try to argue with a stubborn employee. That appeals to the dark side of the analytical parts of ourselves."

Using the bad economy to motivate...
We commonly think that fear is a good motivator, but fear works for only a short time. And this recession has gone on for a couple of years in some parts of the country. So when we try to motivate people, we need to find feelings of hope and optimism.

Figuring out what motivates people, including clients, customers and employees is going to position you for success. Once you understand how people make decisions, you can tailor your services or management style to get the results you desire.

A strategic HR plan is just as essential as an in-depth marketing strategy plan. Establishing a communication style for your organizational development strategy will please both you and your employees allowing both parties to welcome change.

The topic of tips and tricks to work virtually as well as the challenges that can create is a popular one around here. Many of our employees work more than your average 40 hour week and maintain regular office hours from the comfort of their homes on the weekends. Some Milestone Advisors staff have even started separate business ventures in their precious little free time, making most of us more than familiar with the benefits and pitfalls of working remotely.

When we first heard the entire staff of Inc. Magazine was going to work from home for a month in an effort to understand how many small businesses operate without meeting face to face daily, we were thrilled. Let's see how someone else does it. We're looking forward to the issue where they all share their individual experiences.

Until then, the article '8 Work-From-Home Rules' will do.

1. Language is important.
Say home office don't say I work at home. It simply sounds more professional and inspires confidence.

2. Change clothes.
Staying in your pajamas or sweats all day can lead to your feeling tired earlier. Getting dressed for a normal work day has an energizing quality.

3. Talk to someone from the office at least once a day.
Not doing so can lead to feeling disjointed or isolated.

4. Carefully spend your breaks during the day (i.e. don't gossip, shop or watch TV rather do something useful that won't distract your mind for extended periods of time).
It's normal to do those things when commuting to work and being in an office to decompress. At home, you don't need the release and it will be more distraction than anything else.

5. Explain to your kids why the door is closed.
If you're answering questions, looking at their creations or moderating conflict during the day, you're bound to miss a deadline.

6. Keep a flexible schedule that's in line with other people's work hours.
Some people prefer sleeping in and working late into the night, others the opposite. Simply be mindful that many people you're dealing with daily still run on a regular 8-5.

7. Have a designated work line.
Do you want your four year-old fielding clients calls?

8. Stay decaffeinated.
I don't think this one needs explanation.

A lot of things can be accomplished from home offices. They can be written into a business plan or business strategy to save money and reduce overhead. It can be incorporated into a strategic HR plan. But first establish some rules and guidelines to be sure it's effective.

In the latest New York Times 'Corner Office' column, Susan Docherty, the leader of all sales and marketing activities for GM in the U.S. shared that her part of her strategic HR plan is to but a potential candidate in her shoes.

"I always ask people, “If you could be in my shoes today, what would be the top three things you’d do?” When most people prepare for an interview, they’re very focused on their prior experiences and examples of what they’ve done. And I think that you really do get some very candid, on-the-spot thinking when you ask them what they would do if they had my job. It demonstrates to me how they think on their feet without being prepared."

Other indicators or things she looks for include questions about failure to determine how someone deals with the overall concept, she watches for sense of humor (saying someone who uses sarcasm negatively won't score points), how an interviewee interacts with peers and of course, their presentation.

Success is all about surrounding yourself with the right people. Interviewing can be a tough process and some people can come off well in person yet not have the tools or attitude to execute when on the job. Thinking about a strategic HR plan beforehand in which you nail down desired qualities, specific questions and requirements. This should be a part of your overall business strategy or business plan. Being prepared is 99 percent of the equation for success!

These are just a few of the amenities available to employees at SAS headquarters. Most of them are offered at a fee, but they are greatly reduced and taken from pre-tax dollars.

Fortune has profiled the 100 Best Companies to Work For revealing several companies' strategic HR plans that give employees perks, encourage loyalty and foster productivity and innovation.

Extending employees such luxuries as flexible work schedules and on-site fitness facilities are among tactics that enhance goodwill among workers and often times, generate better results.

When your employees are happy, they're going to produce better results. Fortune's list is a great resource for inspiration if you're seeking to boost morale. Incorporating some initiatives that please your employees into your strategies business plan will go a long way. If they're happy, you will be too.

For the infamous Corner Office column, the New York Times interviewed cosmetics mogul, Bobbi Brown. I appreciated the simplicity in her approach to such complex and sometimes touchy matters of hiring individuals, running a business and her thoughts on getting your career where you'd like it to be.

I've included a few experts I appreciated below.

When asked how she hires and interviews candidates:
"I don’t think about interviewing them for work. I first try to understand who they are as people. I usually have someone’s résumé, but I never look at it until they sit down. Then I say, “O.K., take me through the résumé.”

I really like this approach. So many people look great on paper, but can't relate to you in person. Do you want someone on board who can write a mean blog post but when you meet with potential clients puts them on edge or doesn't communicate well? I think odds are if you knew their qualifications didn't translate into closing a potential business deal you'd pass. Bobbi understands it has to be about people first, who they are and if you like how they come across. Then take a look at what they've done.

When asked for the best career advice she could offer:
"When you’re talking to someone, look them in the eye. Always tell the truth. And you have to start at the bottom. I don’t care who you are and what you do, you have to start at the bottom. If there’s a job as a receptionist at a company you would love to work at and there’s nothing else, get that job. And don’t just sit there. A lot of people have moved up in this company. Be open and be a sponge."

Some of what she says is basic knowledge if you want to make an impression as a good communicator. However, many people perceive 'starting at the bottom' in a negative light and a definitely blow to their pride, "I have a college education, no way I'm making copies and getting coffee for these people". But being in a position that affords you the time to observe the professionals around you, the processes they go through daily and the industry you're in will give you a leg up. Hard work always pays off as does dedication to a company.

The interview is full of other insights into how Brown first conducted business in the manner she thought was expected and that she's learned she should do it how and when she wants to as this allows her to do better work entirely.

What are some of your HR policies? Do you have a strategic HR plan or approach like Brown? Do you have a work philosophy that's built into the core of your business so it guides not only what you do but your employees as well? All the things Brown expresses in the piece demonstrate her understanding that she has formed a brand, a firm corporate identity. You can be sure that identification took time and market research and was eventually used as the foundation for a brand marketing strategy and business plan the Bobbi Brown Cosmetics uses as a platform to function daily.


 

You may have a strategic HR plan in place at your company, but does it take you, the CEO, owner or leader into account? How often do you analyze your role within the company and how you affect such encompassing issues a program management plan down to the smaller matters of how you influence employees.

Entrepreneur has compiled a list of characteristics that define what it means to not be a good leader, but a superior leader. Below are some of my favorites:

Competency: You must be seen by your advisors, stakeholders, employees, and the public as being an expert in your field or an expert in leadership. Unless your constituents see you as highly credentialed--either by academic degree or with specialized experience--and capable of leading your company to success, it will be more difficult for you to be as respected, admired, or followed.

Communication skills: It does little good to have a strong mission, vision, and goals--and even a solid budget--if the executive cannot easily and effectively convey his ideas to the stakeholders inside and outside of the organization. He must regularly be in touch with key individuals, by email, v-mail, meetings, or other forms of correspondence. Of course, the best way to ensure other people receive and understand the message is with face-to-face interactions.

Getting out of the office or touring different sites is an irreplaceable method of building rapport and sending and receiving messages. "Management By Walking Around," or MBWA, meeting employees at their workstations or conference rooms, or joining them for lunch are just a few of the many effective approaches leaders can use to develop positive contacts with employees.

Be sure to check out the piece to see the rest of the important characteristics - you may have to work on developing some that you lack in order to do your part to ensure success of your company. Getting bank financing in place, yes, important. Creating a company marketing plan, yes, also very important. However, the style with with which you lead everyday operation is just as important as any of the above aspects and should be given weighty consideration on a regular basis.