Strategic Human Capital Insights

Why You Need to Integrate the Job Description Into Your Performance Review Process

Posted by Joanne Flynn

8/19/19 2:15 PM


As you prepare for a robust performance review discussion with your employee, you will likely encounter at least one of the following situations:

  • That’s not my job
    The employee who should be doing more tasks but has conveniently reshaped their job to include the functions they enjoy doing and eliminate the functions they don’t like or don’t know how to do
  • It takes two people to do one person’s job
    The employee who has the knowledge and skills to perform the tasks and responsibilities of the full job description but doesn’t have the confidence to do those tasks and responsibilities at 100%, on their own, without constant reinforcement from the manager or other employees.
  • The helicopter manager syndrome
    The employee who can perform their tasks and responsibilities when the manager hovers over them, but the minute the manager stops hovering, the caliber of the work slips again. This employee can do the job, but either can’t or won’t sustain peak performance on their own.

 

What do all these employees have in common?  They are all busy doing work but, when measured against the the job description benchmark, they all fall short of ideal performance. 

In a recent meeting with managers, we were discussing the elements of conducting a successful performance review meeting and the following questions came up:

  • How do we hold an employee accountable for increased performance?

  • What if the employee thinks they are doing a great job and doesn’t agree with us?

  • How do we keep the conversation from going around in circles and not achieving consensus or agreement on performance standards?


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Topics: Human Resources, human asset management strategy, job description, performance review

Joanne Flynn Joins CEO Solutions Alliance to Deliver Comprehensive Solutions to C-Suite Executives

Posted by Phoenix Strategic Performance

8/8/19 1:05 PM


We are delighted to announce that Joanne Flynn, Founder and Managing Director of Phoenix Strategic Performance, is now also a Principal with CEO Solutions Alliance, providing real solutions to CEO’s. 

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Topics: Phoenix Strategic Performance, human asset management strategy, performance management

Why Job Descriptions Should be at the Center of Your Organization

Posted by Joanne Flynn

5/16/19 2:00 PM


HUMAN ASSET MANAGEMENT STRATEGY AND THE CONTINUOUS IMPROVEMENT LOOP


Why do organizations invest time and effort into continuous process improvement and stop there? When the responsibility for continuous process improvement is driven by people, shouldn’t there also be an aligned Human Asset Continuous Improvement Loop for the people who drive the process?

 

How often do the following questions come up?

  • Why aren’t my people coming up with solutions to problems they encounter?
  • Why can’t employees see beyond the next step?
  • Why isn’t the quality control / assurance function as proactive as it should be?
  • What has happened to the disappearing skills of:
    • Trend Spotting?
    • Problem Identification?
    • Problem Solving?
    • Critical Thinking?
  • Why aren’t people planning, recommending and thinking about business impact analysis?
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Topics: Human Resources, Organizational Alignment, human asset management strategy

Is Your Quality Assurance up to the Change Challenge?

Posted by Joanne Flynn

3/27/19 1:30 PM


Are you ready to take an organizational Quality Assurance diagnostic?


As organizations move through continual change, the need to stay up-to-date and relevant is now a strategic imperative.  Nowhere in the organization is this more relevant than to a Quality Assurance Department whose function it is to maintain quality, always, despite the change swirling around it.  The challenge for managing quality assurance in a changing workplace is analogous to changing the tires on a car while the car is traveling at 60 miles per hour.  As difficult as it may seem, the goal is to always maintain Quality Assurance.

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Topics: human capital, human asset management, human asset management strategy, quality, quality assurance

Do You Really Need an Employee Handbook?

Posted by Joanne Flynn

1/23/19 10:00 AM

It may be underestimated, but it is certainly strategic!

This question predictably comes up when I speak with company management, often because the Employee Handbook is seen as moderately useful but not on the top of management’s priority list. 

Why’s that? Because often the Employee Handbook:

  • Isn’t current
  • Doesn’t cover the full range of issues
  • Isn’t specific enough to be meaningful
  • Isn’t given to new employees
  • Isn’t used by management


However, one thing is for certain, when something goes wrong in an organization, the following happens:

  • From the manager’s perspective: Managers look to the Employee Handbook for guidance and protection from liability.

  • From the employee's perspective: Employees look to the Employee Handbook for guidance, protection from liability or loopholes created by omission or ambiguity.
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Topics: Change Management, Leadership, human capital, human asset management, human asset management strategy

Is Being Loyal to an Employee a Good Thing?

Posted by Joanne Flynn

10/10/18 10:30 AM


Both employee and manager loyalty has always been considered a good thing. So what’s changed? When does being loyal long-term, at all costs, go from a virtue to a liability?

The concept of "change" has changed everything. When companies grew at normal rates, and change was incremental and predictable, manager and employee loyalty could keep pace with each other and with the direction of the organization. Now, however, when organizations are growing fast and adapting to new technology, new processes and methods, increased customer demands, and additional new employees, the predictable static environment that many employees are comfortable with, have morphed into chaotic, change-driven, unpredictable frontiers where the old rules and controls have evaporated. Increasing, the latter describes today’s work reality. 

Here are some important questions to consider when thinking about manager loyalty:

  • What does it mean for the employee who is attached to the old rules and controls and is having real issues adapting to the new work reality? 
  • What does it mean for new employees who don’t know the old rules and controls and don’t really need to work under those constraints since that work environment has shifted?
  • What does it mean for the manager who must manage these two conflicting and competing employee needs?
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Topics: Change Management, Leadership, human capital, human asset management, human asset management strategy

How Job Descriptions Can 'Bullet Proof' Your Organization

Posted by Joanne Flynn

8/2/18 9:45 AM


Take Up the Job Description Challenge
Can a simple and often overlooked job description really ‘bullet proof’ your organization? If job descriptions are used strategically to align the organizational goals and results with the individual efforts of the employees, they should. In order to do this, you need to review the following Job Description Checklist to assess:

Job Description Checklist

  • Are your current job descriptions really as robust and strategically focused as they need to be?
  • Do your employees and you have a clear understanding of their jobs and their accountability at a detailed level?
  • Does your organization have a robust and honest employee assessment process driven by the detailed job description? The assessment process should be completely aligned to the job description and used accordingly.  If not, what are you assessing employees against?
  • Is your organization committed to manage and monitor the job description, assessment and employee development process to ensure all efforts are aligned, optimal and focused on strategic initiatives?
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Topics: human asset management, human asset management strategy, performance management

Human Asset Management Strategy: A New Approach

Posted by Joanne Flynn

1/27/18 10:00 AM


A critical question for today’s leadership: Are your employees appreciating in value, maintaining their value, or declining in value?

Businesses consistently refer to employees as “their most valuable assets”. However, when we look at the way organizations view employees, many fail to deliver on that mantra. Employee management continues to be based on models developed in the late 20th century. Along with outdated employee management models, we see Human Resources struggle to transition from an organizational operations, support and compliance role to a true strategic partner role.

In that role, Human Resources must drive Human Asset Management Strategy (HAMS) to encourage leaders to shift their approach to the key element of success - employees.

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Topics: human capital, human asset management, human asset management strategy

The Capacity Management Approach to Human Asset Management Strategy

Posted by Phoenix Strategic Performance

12/8/17 12:44 PM


Are We Appreciating All Our Assets?

Any organization today will say that their employees are the most valuable asset to the organization. As new process applications, automation, and artificial intelligence continue to make their presence felt in the workplace, it is still employees who keep things running, provide the critical customer interface, and discover the opportunities to leverage technology. When we step back and look at organizations, we tend to find that leadership does not put the same emphasis on their human assets as they would on a physical asset they are acquiring or optimizing. I'm not implying we should treat people like equipment, however, as our most valuable asset, we need to put the same effort into ensuring employees can be most productive while providing an environment where they increase in value to both themselves and the organization. Our employees, our human assets, have one key advantage that physical assets do not - they can increase in value over time.

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Topics: human asset management, human asset management strategy

Job Descriptions: The Anchor of Human Asset Management Strategy

Posted by Joanne Flynn

11/18/17 9:30 AM


Job descriptions are the unsung hero driving the Performance Management process. If the performance management process is fundamental to HAMS, then job descriptions are the mighty little, obscure engine driving the whole process.

How important are job descriptions in Human Asset Management Strategy (HAMS) and how can those often forgotten job descriptions be so important? Because if they are only used as HR tools for job branding and compensation, then they are misnamed. If that’s the case, they should be called job categories. Here’s what they should really be doing.

Where in the organization are job descriptions parked?

What is the real, dynamic driving force behind our friend, the job description? To analyze this, we start with where job descriptions are parked. Job descriptions can live in HR, but that should only be their part-time home. Job descriptions should live full time and be relevant to every functional group in any organization, without exception! Job descriptions are the foundation to determine what a job does, how an organization works, how it grows, if it can grow / compete, and / or if it will stagnate. Most importantly, job descriptions must not only live in the operating functions, they need to be relevant and referenced continuously. As a consultant, I have frequently heard these answers to the question, “Can I see your job descriptions?”:

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Topics: human asset management, human asset management strategy, performance management

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