Companies that have a great culture for employees

I am looking for suggestions for companies that have created a culture that is unique and make people want to work for them. If you know of any companies that provide a interesting way to attract talent or if they have a different way of making their employees want to stay and grow with them I would appreciate any thoughts or feedback of experiences you may have heard of or participated in.

Communications Audit

I have chosen to reach out to the SHRM community to see what feedback I can get regarding the implementation and results. I would also like to hear about the success rate of the audit and if the audit findings are still in place.

Based on the response to the above thread, I found the expanded blog when I clicked on the link.



 

 

Based on Mary's response I have learned that the communications audit is not only a tool to initiate a process to improve communication, but it can also be used as a way to identify deficiencies in an existing platform. The triggers that she mentions can be applied to all areas not just HR as she mentions and they can be paralleled to other business functions where HR takes an active role in the strategic solution. I appreciate the feedback that Mary provided and it has me thinking of communication audits as a function of the business overall and not just the HR function. In hindsight, I could have used a communications audit as part of a new loan software product we were launching and could have included other areas of the bank in addition to the loan staff to get more of a global sense of what methods, such as surveys or how to roll this out would have created the most benefit to the bank and those involved. I now see how the audit can be not only a function of HR, but a function of the bank in any strategic process going forward and I will definitely use this in the future.

 

 

 

 

 

SWOT Analysis analyzing communication

I am looking to see if anyone has conducted a SWOT analysis as part of a communications audit and if so was it useful to your company as a learning tool in your human resources department. I am thinking of implementing one where I work, but would like some feedback before I dive into this venture.

Although I did not receive any feedback through SHRM Connect, I think that taking the approach by using SWOT analysis with regards to communications would be a structured and visual aid for the HR department to use in meetings with senior management or branch staff to engage them in the process of improving communication channels. "A SWOT summary can be useful for strategy development in a communication project or program as well as in an annual communication plan. It is especially useful for deciding the key points in your messaging" (Harrison, 2016). I see our HR department finding this approach useful because it breaks out the strengths, weaknesses, opportunities and threats so they can be addressed separately , but then melded together to create an overall strategic plan. I also see this as a cost friendly way to get the communications audit in motion without any high priced software or paying for outside webinars or other electronic means.

I read an article from the library titled 7 Steps to a Successful Communications Audit by Sue Zoldak and found the steps very insightful and a great roadmap for a conducting a rewarding audit.

1. Remind Yourself of the Mission: " Elevate the purpose of your communications to serve that mission. It's this higher level framework that allows you to properly evaluate the purpose of each communications tactic. Without it, you run the risk of misjudging the purpose of your communications materials" (Zoldak, 2014). This keeps the HR department cognizant of the audit truly convey the company's reason they are in business and be able to carry that into the future.

2.  Decide What You Are Auditing: All areas of communication can fall under this audit, you just need to be aware of the scope so that your can share the information with your employees without overwhelming them. Keeping the audit focused is key in the process.

3. Lay Out All Your Materials: This step is very visual and involves actually placing all materials on a table and asking if everything is consistent and is there a brand that is presented that is recognizable. Also we need to ask if the content is relevant or out dated and if there is anything that should be taken out due to age or lack of use. In addition, can the materials be converted into a digital or electronic format to accommodate new social media channels.

4. Ask for Feedback: This step can involve creating and administering a survey that ensures the employee can provide answers anonymously. We can also hire a 3rd party to conduct the survey and analyze the data and provide a report of the results. We would need to find out what is the best fit for our company and maybe see what other banks are using being in the same industry.

5. Take A Step Back: By turning on our eyes and ears we can gather information and start to recognize any patterns , both good and not so good, on how effective the communication is and identify any challenges that may need some tweaking.

6. Define the Steps to Get Where You Want to Be: By thinking about what the end result is that you want from the audit. I think by setting long term and short term goals, we can make lists of challenges and objectives that fit not only budgetary constraints, but also be realistic in their end result.

7. Set the Date for Your Next Audit: This is critical to the audit's long term success. We would need to set the date for the following audit so that milestones are kept out on the horizon as a way to keep the process ongoing. Also, the more that is noted in the current audit can be some of the first items addressed going forward and then it only can improve from there.

References:

Harrison, K. (2016). Make the Most of SWOT analysis for communication projects. Cutting Edge PR. Retrieved From. http://www.cuttingedgepr.com/articles/swot-analysis-communication-projects.asp

Zoldak, S. (2014). 7 steps to a successful communications audit. Campaigns & Elections, (323), 13-14. Retrieved from http://search.proquest.com.prx-necb.lirn.net/docview/1518923373?accountid=33575  





These were some responses that I received for my question regarding my HR department of one. They were sent via email :

The following message has been sent to you in response to your Discussion message

Message From: Dharma Rebecca Funder

Hi Lori,

 

it really depends on how much the HR department is doing.

 

 

I have a few things that I use often:

 

Through our Benefits Broker we have access to legal advice at BizAssure. Highly recommend that. As well as managers trainings for: Sexual Harassment, EEOC, FMLA and ADA.

 

Through our Workers Comp, I have access to HR365, Safety Trainings, Emergency Preparedness and Disaster Plan guidance, as well as Workplace Violence. That is also done in coordination with our local Fire and Sheriff's Departments. HR 365 has quite a few things available that can be useful, however I find them to be more of a guidance where as mentioned below, the Chamber or SHRM has a lot more specific supporting materials.

 

For payroll and HR tracking, we have Paychex Flex and the HR Portal. Not doing the recruiting through the site, as we are doing that all manually and through local job posting sites. This allowed me to track all OT, Sick Time, PTO, EEO, and much more. Made it much easier to focus on all the other things but were also very helpful when analysing needs and plan/prepare surveys, strategies and determine true needs.

 

Recruiting really depends on what you are looking for. I have accounts with The Ladder, Indeed and LinkedIn. They all offer free job postings. For some more extensive regular recruiting, I would probably look into services such as ADP as they have a HR platform with WorkForceNow. Quite useful.

 

Personally I have memberships with our state Chamber, CalChamber, SHRM and HRCI. Great resources for EE Handbooks, procedures, Checklists. Well worth the money, especially SHRM and the Chamber as they are state specific. Especially helpful for California.

 

Hope this is helpful.

 

Have a great day.
------------------------------
Dharma Rebecca Funder
HR Manager
Boulder Creek Pharm/New Leaf
Felton CA

This was another response:

The following message has been sent to you in response to your Discussion message

Message From: Patrick McNealy

I am an HR Manager of a five company organization with 180 employees. I get help from the office managers when face-to-face interaction is necessary for administrative tasks. The key, in my role, is automation. We use an HRM system that integrates with applicant tracking, background, and drug screening. 

 

If you use technology, you can easily manage 70 employees. 

 

 

I hope this helps.
------------------------------
Patrick McNealy
Outdoor Network

HR Department of One

 

 

 

 

 



 

We have one HR Director to handle all the functions of the department and I was curious to see what other areas businesses outsource to make the time and efficiency of the position operate at its full potential. Communication appears to be a component that cannot be outsourced. An effective department of one in the HR arena has to keep their communication skills at the top of the list of priorities "communication is essential in a one-person HR department because no one is there to back you up if you do not or cannot communicate effectively. During change efforts, poor communication can lead to loss of confidence from the leadership team (particularly as to HR's effectiveness and value), loss of trust from employees, and mistakes in the change process affecting time, cost and effectiveness" (Jones, 2016).

 

Reference:

 

Jones, J. (2016). Managing organizational change with an HR department of one. HRNews, Retrieved from http://search.proquest.com.prx-necb.lirn.net/docview/1823523707?accountid=33575

 

 

 

 

 

 

 

 

Lori,

 

I cut my HR teeth on the Employers' Association.  I used them more for consultation on specific projects, and they have a good hotline.  I haven't used them for too many outsourced functions, although if I get to that point they would be my first choice.

 

AIM seems to be more involved on the legislative level, advocating for employer issues in the Commonwealth.  They are a good resource for information and I've be satisfied with the training sessions I've attended, but I've never outsourced to them.

 

Good luck.  Let me know if you have any other questions,

 

Kathleen

_________________________________

 

Kathleen S. Monast

Director of Human Resources

East Coast Tile Group

P.O. Box 909, Ludlow, MA 01056

Desk:  413.583.4246, extension 1033

Fax:  413.589.1969

 



 



Attracting talent continued

I also received this email from a contributor to the SHRM Connect:

The following message has been sent to you in response to your Discussion message

Message From: Nancy Snyder

We are in banking as well.  Primarily use Indeed - quite successfully, and we have pretty good success for more entry level jobs through our Employee Referral Program.

------------------------------
Nancy
-------------------------------------------------------------------------
Original Message:
Sent: 11-22-2016 15:33
From: Lori Meads
Subject: Attracting talent

We are located out on the end of Cape Cod and are always challenged with finding talent to work year round, anyone have any suggestions or ideas on what they have done to attract good talented people in a seasonal area?

thanks
------------------------------
Lori Meads
vice president
Seamens Bank
Provincetown MA
------------------------------

Here are the results of the Capability Audit I conducted at my place of work. I have addressed the area of Attracting Talent as my priority based on the results that I noted in my previous post.

Organizational Capabilities	Questions	Rating 1= Low 5=High	Most Important Areas
Talent	Do we do a good job at attracting, recruiting and retaining good talent that are committed to the Bank's mission.	5	X
Collaboration	Do we demonstrate building teamwork and working through challenges by sharing information	3
Accountability	Do we establish parameters for performance and set clear and focused goals to be able to hold employees responsible for the results.	4
Leadership	Do we have a brand that builds leadership throughout all levels of the Bank and manage which outcomes to deliver and how to deliver them.	5	X
Learning	Are we good at generating and promoting new ideas with an impact across all areas of the Bank.	3
Customer Service	Do we form positive relationships with our customers that build trust and a customer focused culture.	5	X
Efficiency	Do we manage expenses closely without jeopardizing the quality of our people and customer experiences.	4
Social Responsibility	Do we demonstrate social responsibility in the areas of philanthropy, environmental and manage our core values.	3
Risk	Do we manage our risk by mitigating internal and  external factors to maintain customer confidence and trust.	4

Through this process, I have learned that it helps to create a visible overview of what components of your business are more important than others depending on the industry you operate in and what is expected of your employees "organizational capabilities emerge when a company delivers on the combined competencies and abilities of its individuals" (Smallwood & Ulrich, 2004). I found that with the Smallwood and Ulrich article it was helpful that the organizational capabilities were explained in detail as that assisted me in forming my areas to cover in my audit.

Reference:

Smallwood, N. & Ulrich, D.(2004). Capitalizing on Capabilities. Harvard Business Review. Retrieved From. https://hbr.org/2004/06/capitalizing-on-capabilities


How I can apply the concepts in Week 4 with HR Department:

I would take the results of the Capability Audit and present them to the HR addressing the most important areas first. HR needs to capitalize on what makes their company unique and be able to filter through the candidates for hire as well as existing employees to see what motivates them, in some cases it could be as simple as letting them listen to music while they work “create a culture where employees can indulge their artistic sides — listening to music, decorating their cubes and meeting spaces — and think of their jobs as creative endeavors” (Leberecht, 2016).
 I see the relationship of capacity building as another way to enhance the signature experience “capacity building is comprised of a broad range of activities, including improving leadership, realigning the organization’s mission and vision, financial management, program development and implementation, marketing, collaboration, training, fundraising, and evaluation” (Gilmer, 2012). If employees that are happy and engaged in their work are increasing the framework of the business and thus building the capacity of the business so they can be correlated to the signature experience of the business. “Capacity building activities focus on strengthening an organization's internal operating structure rather than solely improving its services delivery or cutting its expenses” (Todd, 2013).

The signature experience have to have certain characteristics "no organization can do better than the people it has, because more than physical, technical or financial resources, human resources are particularly difficult to emulate" (Aggarwal & D'Souza, 2012). People are an important asset organizations also recognize that winning the war for talent means more than simply attracting people to the company. It is about attracting the ‘right people’. Employees are an asset only when their work values are in alignment with organizational purpose. If not rightly selected, employees could be an organization’s biggest liability as well so providing the signature experience will flush out those that may not be a good fit. We are proud of the fact that we can offer our employees access to any educational tools as long as they relate to banking/finance. We also offer employees to obtain a degree at their own pace with any institution that fits their career path within the Bank. We feel that education is power and our employees become more valuable to not only the Bank, but to themselves as a person.

References:

Aggarwal, U., & D'Souza, K. C. (2012). Transformational Leadership: The Link between P-O Fit, Psychological Contract & Signature Experiences. Indian Journal Of Industrial Relations, 47(3), 485-497.

Leberecht, T. (2016). Make IT Delightful, and Other Ways to Enchant your Employees. Harvard Business Review Digital Articles, 2-5

Todd, S. (2013, Feb 16). NONPROFITS FOCUS ON CAPACITY BUILDING. Savannah Morning News Retrieved from http://search.proquest.com.prx-necb.lirn.net/docview/1288135731?accountid=33575 

HRM 501 Week 2

 

I conducted a Capacity Audit in my HR department and the area that we need to work on is attracting new talent to our area of the Cape. It is a challenge being in a tourist seasonal area to have people that can afford to live here and keep full time employment year round. I found some helpful comments in my discussion on SHRM.  "Not only is talent management of increasing importance to the development and execution of an organisation's business strategy, but it has become a unique competitive advantage for businesses" (Hays, 2013). I see where in a city this may be the least of their issues when trying to recruit talented candidates as the pool is more accessible and diverse.

 

 

 

Reference:

Hays: (2013, Feb 26).HR focus shifts to talent management.  ACN Newswire - Asia Corporate News Retrieved from http://search.proquest.com.prx-necb.lirn.net/docview/1312358575?accountid=33575  

 

 

 

 

 

 

 

 

 

Business and People / 6 Paradoxes Facing HR

This week we are charged with focusing on one of the six paradoxes facing HR. I have chosen the Business to People paradox. In these current times, there is more of an emphasis on the business side of things instead of the traditional stereotype of if you are a "people" person you are good for HR. A fine balance needs to be made between the business and the people side of the equation "overemphasis on people turns business enterprises into social agencies that may lose the ability to meet market requirements" (Ulrich, 2009). The flip side of this is the overemphasis on the business side that fails to pay attention to the people that actually are producing the work.

I found the lectures and readings valuable as they made me look at the HR function a little differently than I had been in a traditional sense. It challenged me to see the HR area as an actual business asset and not an expense of a salary that we need to manage year to year. Although expenses are important and HR is one of my biggest expenses at the Bank it also showed me the value of my people that have been with me for years and that is intangible in the way of dollars and cents, but extremely valuable to the Bank none the less. This new way of thinking has made me a better manager and I have been able to share this with my HR Director who has appreciated the information and a fresh set of vision with our employees. I have responded to the SRHM discussions and have posted a question as well, but have yet to hear back on the threads. It was helpful to see how other HR professionals are navigating through the business to people component and sharing information with others to help make more informed decisions.

Reference:

Ulrich, D., Younger, J., Brockbank, W. & Ulrich, M. (2009).  HR from the Outside In. Six Competencies for the future of Human Resources: SRHM.