Showing posts from November, 2011

Disaster Recovery 101: What You Need to Know

Computerworld, 11/16/11 - With various parts of the country still reeling in the wake of tornadoes, earthquakes, too-early snowstorms, hurricanes and wildfires, the past few months have taught us that no geographical area is safe. There's never been a more compelling time to develop or fine-tune a disaster recovery and business continuity plan for your business. Disaster recovery is, quite simply, being able to continue your mission-critical business operations after an interruption of some kind. Companies must be able to resurrect their applications and processes -- their entire business operations -- at the point they were before the outage occurred, says Robert Amatruda, research director for data protection and recovery at IDC. And this is true whether the outage resulted from a natural disaster, a server or storage system malfunctioning or "someone pulling a plug they shouldn't have," he says. While business continuity is about being able to keep functions going, …

Fantastic Quote to Remember!

"There is no such thing as can't, only won't. If you're qualified, all it takes is a
burning desire to accomplish, to make a change. Go forward, go backward. Whatever it takes! But you can't blame other people or society in general.  It all comes from your mind. When we do the impossible we realize  we are special people." --Jan Ashford

CEO Confirmation

Last week I met with a good friend of mine to discuss his business and what I have been doing since I left the corporate world. This person is a CEO of a couple of Internet business all linked to the same type of information. Needless to say he is ultra successful and has capitalized on data streaming over the Internet.

Our discussion went from business strategy, to joint ventures, to new opportunities, and to HR. The discussion on HR really re-enforced what I have been saying since 1978. An HR professional needs to be head deep into the business, know all the ins and outs, products, development, and how to market. This person and I worked together for a couple of years after we bought his company. Since I had an opportunity to meet him early on doing the due diligence and acquisition of his $300+M company, he forged a great working relationship and respect for one another.

His comment to me said it all" you are a business person with great knowledge and understanding on how to run…

Employee Engagement? In a Business, It Needs to Start at the Very Top

A fish rots from the head down, as the saying goes from my friends in Maine. While the word rot sounds offensive, let’s just say it starts from the top.

This week, I was having a conversation with a good friend of mine who is the CEO of a major company , an a true entrepreneur when I mentioned employee engagement. This is a topic I have blogged about now for over 3 years and is still top of mind in the HR world as it should be. This friend jumped on the topic and went on for 40 minutes on what CEOs should do to drive employee engagement from the top. 

This CEO met with the senior staff and employees daily and kept in front of them on the business climate, strategy, and new product development. He also had many teams of employees testing products, and asked them to act like consumers. Employee surrounded themselves with the business, and I will tell you even during these economic anemic times his business is going strong at 15% year-over-year growth. 

How does your CEO engage employees?

Moving from HR Data to Organizational Insight

Over the last few months, I have been presenting and discussing the topic of HR analytics.I feel that as a profession, HR is stuck. I think we have "got" the measurement part down pat. We can measure turnover, we can measure cost per hire, and time to fill.
But it's not really about these activity based measures anymore. It's about what you actually DO with the data.

You have to use the data in context with other data in order to really get to impact. For example, using customer satisfaction data and performance data to understand who is delivering the best experience to your customers and further determining how to sustain that experience over time...that's impact.
I have been giving some thought to why we are stuck at the Phase 2 on the above analytics roadmap. Why can't we make it faster to phase 5, where HR provides the business with BUSINESS INSIGHT that has significant IMPACT to the business.
Here are some of my initial thoughts:
1) It's the…

Traditionalists Will Not Succeed in HR In Today's Environment

This is not a controversial subject at all I would think given the environment today. If you want to get into HR today, you need to understand business and economics, and I do not mean just the rudiments. You also still have to be people oriented but that is not why you get into this field. Here is why traditional HR people will not succeed today:

Your CEO wants business people, not just people people,You have to have a close and intimate working relationship with your CEO and executive team,HR should not be focused on administration like it was 10, 15 or 20 years ago,You have to think like a business person and understand the economics of business,You have to talk business speak, not HR speak and people need to know you can back up your business speak,You have to add immediate value and ROI in everything you do,If you do not understand and grow and retain talent, you are out,You need to be smart about social media and how to attract the right talent to your business,If you do not unde…

Human Capital Metrics Conference: It's about Value

The Human Capital Metrics Conference was awesome this year. Check out my recap of Day 1, here.
Day 2, did not disappoint either. Michael Echols with Bellevue University began his keynote with a very profound point for me and for all HR professionals.
See my tweet below:

"The opportunity is to create FUTURE value from current human capital investments."
Boy, do I believe that. That one statement gives HR measurement a whole new perspective. It's not so much about what has already happened, it's more about WHAT'S GOING TO HAPPEN. Don't our CEO's want to invest in whatever will give him/her the most return? We are in "predictive" land now.....say goodbye to HR tracking's over. (Thank goodness).
The second highlight for me on day 2, came from two very smart women from Wells Fargo. Natalie Tarnopolsky and Kathy Doan delivered a great presentation on "Building a TRUE HR Analytics Team." It was not only a good presenta…

Have You Hardwired Your Workforce?

In an economy like what we are experiencing today, good news today, bad news in Europe tomorrow after the bell,  one of the first budget cuts we see is usually in training & development. As all HR and astute CEOs know, training is one of the key life bloods of an organization that builds your workforce skills and is a launch pad for growth.One of the key elements for continuing training of your human capital is instilling that training is important to them and that they should take the time to expand their skills, grow their competencies, and make it a ritual in their working lives. It is an investment in their capital assets. So how do you do this? Here are a couple of important guidelines: make sure there is a solid training strategy that ties to the corporations' goal/objectives
keep the training budget as much in place as possible
make sure your managers buy into the training strategymanagers must emphasize that training is important to themoffer eLearning options for your em…

Human Capital Metrics Conference: Recap Day 1

I was honored to be asked to serve as the official blogger for The Conference Boards's Human Capital Metrics Conference, today and tomorrow in NYC. HR Metrics are definitely a passion of I am thrilled to be here especially hanging out with Dr Jac Fitz Enz.

To see more specific insights go to twitter and search on: #tcbhcm....interesting observations, check them out!

Last year, I was also serving in the same capacity. Below are observations I have noticed as differences in 2011 vs. 2010:

1) There are definitely more people here. Small talk contributes this increase to a slightly better economic situation and an increased interest and focus on HR metrics and analytics.

2) The conversations are not about tracking measures, or even dashboards and's about making BETTER BUSINESS decisions. I love this as it puts context around HR and their role in the organization. Michael Gregoire, CEO Taleo said it best:

"Business Strategy and HR Strategy should be ONE!&q…

How Quick Can You State Your Strategy?

I have had a couple of exchanges on Linkedin regarding my post that if you cannot explain your strategy in 20 minutes you don't have a coherent strategy plan at all. Larry Bossity said this 10 years ago ""If you can’t describe your strategy in twenty minutes, simply and in plain language, you haven’t got a plan."

The comments from my Hr practitioners and constituents have said that if you cannot explain your strategy in 5 minutes you don't have a plan. well, I disagree because I be neither of the two who said it should only take 5 minutes couldn't even talk fast enough to get the strategy plan out in 5 minutes. I am not totally contradicting them but questioning how comprehensive their strategy would be  if they had 5 minutes to tell it to the board or executive team. 

Now, I will say that I am talking about an HR strategy not an overall corporate strategy. I am also not saying that an HR strategy should take any longer but when you piece all the components to…

HR Metrics: Q&A The Conference Board

Tomorrow, I will be attending the HR Metrics Conference hosted by The Conference Board in NYC.
Dr. Jac Fitz Enz, the "Father of HR Metrics" will be in the house.
I can't wait...I met him last year and yes, I am a groupie. For those that know me, HR Metrics are a passion of mine. Call me, geeky, I don't care.
I thought this opportunity would be a great time for my readers to get their pressing HR Metrics questions answered.
So let's have them....what do you want to know about HR Metrics....
Follow #TCBHCM on Twitter for real time insights from the conference.

CHROs Leadership

Courage, Now...
No doubt, CHROs and their leadership teams are facing unprecedented pressure to make decisions and deliver results in uncertain and vexing times.It made us think of Harry Truman as he as he contemplated actions to end WW II. 
"To be able to lead others, a man must be willing to go forward alone."
Courage, not a fear to act, is at the top of the agenda for CEOs and their CHROs.  The Koblentz Group, wish to share two leadership trends that we are observing in our most forward thinking and courageous clients. Each trend suggests opportunities for CHROs to deliver tangible value.
**CEOs are under increasing pressure from their boards to become truly serious about succession planning and talent management.
Many CEOs speak about the value of leadership capital but few have supported the investment of organizational commitment and funding, to make it work. Boards are demanding tangible plans and now are tying CEO compensation to talent accountability.
CEOs are taking notic…