Category Archives: HR Management & Leadership.

Human Resources Management & Leadership.

Addressing Federal HR Skills Gaps.

Human resources has been identified as one of five mission-critical occupations in the government with skills gaps that must be closed immediately, and the Office of Personnel Management and Chief Human Capital Officers Council have set a goal of closing 50 percent of those skills gaps by 2013.

During a hearing on the future of the HR profession before the Senate federal workforce subcommittee, OPM Director John Berry stressed that efforts are well underway to fill critical gaps in human resources skills training.

He said HR specialists now have unprecedented access to training and career-development opportunities through Human Resources University, mentor programs and outreach with Federal Executive Boards and universities.

, Department of Veterans Affairs CHCO John Sepulveda and Anita Blair, Treasury CHCO, acknowledged that downsizing and the lack of training and development for HR over the years along with increased responsibilities to become strategic partners have taken their toll. But they also discussed the programs their departments have put in place to close the skills gaps.

“We are asking HR to do more than ever before,” Sepulveda said. “We are asking them to lead change, perform basic HR functions, be strategic partners, help ensure productive labor-management relationships, increase diversity and inclusion, and the list goes on and on.”

Blair said some of the “high return and low financial investment” programs her department is using to develop HR professionals include: Read the rest here at  Human Resources Executive Online.

Advertisements

Leading HR: Excelling in Administration.

HR leaders, in their quest to be strategic, must not forget about the administrative tasks that still must get done accurately, effectively and efficiently. The scope of HR typically includes managing the HR Information Systems, overseeing contracted services, ensuring compliance with applicable labor and human rights laws, coordinating and delivering on projects and many other things. These mostly administrative tasks are an inevitable aspect of the bureaucratic organization that Max Weber described. If HR departments did not oversee these areas, who would? The role of the HR department does not stop with administrative tasks, but HR leaders must continually find ways to present the data they have in useful ways to leaders.

(I know your mortgage payment bounced last week because we forgot to pay you. Just fill out this form and we’ll fix that in a month or so. While you are here though, check out the itinerary for the Christmas party we’ve been working on!).

HR leaders diminish the importance of administrative and transactional tasks to their own detriment. No matter how ‘strategic’ an initiative might be, no employee will trust HR if the payroll department is unable to get their paychecks or benefits right. Operational leaders will not trust HR if the department constantly bungles their transactions. These transactions and administration are a necessity from HR departments, and HR leaders must ensure their teams excel in all aspects of performing them.

Some companies attempt to outsource as many administrative aspects of HR as possible. This may work for some organizations, but can create its own difficulties as well. For instance, healthcare workers in Calgary, Alberta filed a $50 Million class action lawsuit against Telus Sourcing Solutions Inc. in 2009. Telus was hired by a number of healthcare regions to perform administrative aspects of HR for the HR department. This lawsuit alleged numerous errors and issues with the processing of payroll and demanded damages and became a publicity nightmare for government, executives, and their HR department. Outsourcing does not abdicate responsibility and requires unique leadership competencies by HR leaders who must still be responsible and accountable for the services provided.

Metrics are important but must be delivered in a way that serves and benefits the rest of the organization. These metrics must not simply create more work for other departments. Unfortunately, many HR leaders do this inadvertently and diminish their own credibility in doing so (sure I’ll help you, just fill out this 13 page form first and we’ll add it to that pile over there). HR leaders must take a servant leadership approach to the rest of the organization, in order to be truly effective. Few people would argue that administrative tasks are glamorous, but they are necessary to help the organization function, and for the people in the organization to thrive at whatever they were hired to do.

HR departments may not directly deal with customers, but their ability to excel in administration directly impacts the employees who do.  Source/Credit: Tim Vanderpyl for the Leaderlab.org.

Tim Vanderpyl is a Certified Human Resource Professional (CHRP) with Canada’s largest catholic healthcare organization. He holds a Master of Arts in Leadership from Trinity Western University and is working toward a Doctorate in Strategic Leadership at Regent University.

Global Employability Crisis; 1 In 3 Employers Cannot Find Qualified Talent.

MILWAUKEE, May 29, 2012 /PRNewswire via COMTEX/ — ManpowerGroup MAN -0.69% , the world leader in innovative workforce solutions, today released the results of its seventh annual Talent Shortage Survey, which explains the world’s ongoing talent shortage crisis – in which one in three employers (34%) globally are reporting difficulty in filling jobs due to lack of available talent. This year’s data reveals the crisis’ deeper impact as 56% of employers now indicate that unfilled positions are expected to have little or no impact on constituents, such as customers and investors, a considerable increase from 36% in 2011.  Read the full article here.

%d bloggers like this: