SPECIAL from HR Tech Las Vegas
Yesterday’s Advisor covered HR Tech’s “Creating Intelligence Out of Data” Panel; today, more Q&A from Las Vegas.
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Panelists were Marc Houze, VP global HR for Deere & Company, Andy Kaslow, CHRO of Cerberus, and Keith Sanders, EVP, director of HR, Huntington Bank. The panel was moderated by Kim Seals, senior partner, Mercer.
How do you manage getting new programs accepted?
Houze:
Rolling out new HR programs is always “interesting.” You know who the “bah-humbug” folks are in your organization. You have to start with them. If you can flip them, put them on tape endorsing your new program. Then all the others will clamor for it. Of course, you have to have something to offer.
Managers need to be a block and tackle, always pulling up and preparing their successors. You always have to keep your eye on the talent.
We face a tricky challenge in international markets where people often do not share our business ethics. We have had good luck training them with our leadership acceleration program. We send execs out to teach the course—they can teach and evaluate local talent at the same time.
Sanders:
Think about your stakeholders— where are their pain points? You have your analysis, but when you present your plan, you have to match it up to the stakeholder’s analysis. Otherwise, your program will be an “HR solution.”
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How is tech changing what you look for in HR hires?
Sanders:
With today’s HR profile, you need to hire people who can maintain a business partnership. Their skill set must link HR and strategy. It’s a different mindset today. People have to be with the business, understand a balance sheet, be tech savvy, and have the courage to take a position.
Houze:
I look for people who are comfortable with data and analytics. It’s especially important that they can see the implications of data. For example, you collect data on retirement plans. What does that mean for the 401(k)? What happens if you change retirement incentives? What about health plans? What’s the effect of the picture the data present?
Kaslow:
I need people skilled at teams. Innovation and collaboration are the watchwords today. It’s especially important with Boomers in the top ranks and Millennials below—there’s a cultural gap.
What data surprises have you encountered?
Sanders:
When we did an engagement survey, and discovered that there was a significant drop-off in engagement in years 2 to 5, we developed a companywide action plan to deal with the situation.
Houze:
Tribal knowledge—things that “everyone knows”— can be wrong, but there are a lot of circumstances when data can mislead. Also, there’s such a thing as too much data; it’s hard to put water in a full glass.
From diversity to discrimination to development, the brave new world of HR is here. Are you prepared for changes that are unparalleled in scope and impact?
- Employees all over the world, many of whom you’ve never met in person
- Technological advances and big data
- Talent management challenges like Millennials managing Boomers you once thought would have retired years ago
- Big data on everything from hiring strategies to retention predictions
- Sweeping regulatory changes in the areas of health care, immigration, and privacy that have necessitated massive changes in the way you do business
- And the new normal—doing more … with less
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- Recruiting and Hiring
- Onboarding
- Social Media and Technology
- Human Resources Information Systems (HRIS)
- Flexibility and Work/Life Balance
- Outsourcing
- Diversity
- Talent Management
- Employee Engagement and Retention
- Succession Planning
- Telecommuting
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