HR Fundamentals

HR Indiana 2015
Presented by

Jeremy York, SPHR, SHRM-SCP

Lead Consultant and President

Overview
Discuss the fundamental components of
human resources and how they contribute
to overall business operations.
Understand the critical skills necessary to
perform these components successfully.
Apply what you have learned through a
case study exercises.

Icebreaker
Break into groups of three and introduce
yourselves.
Discuss what you believe is the biggest
challenge facing HR today.
Everyone should share their viewpoint.

15 minutes

Strategy and Leadership

Develop, contribute to, and support the mission, vision,
values, and strategic goals of the organization
Formulate policies to guide, lead, and evaluate
organizational effectiveness

Key Skills:
Vision
Confidence
Drive
Courage
Commitment

Workforce Management
Develop, implement, and evaluate sourcing, recruitment,
hiring, and onboarding programs to develop talent
Facilitate succession planning, retention, and organizational
exit programs necessary to achieve the organizations goals
and objectives

Key Skills:

Intuition
Forward-Thinking
Assessment and Planning
Data Collection
Behavior-Based

Interviewing

People Development
Develop, implement, and evaluate activities and programs
that address current/future employee training and
development needs
Align performance management/appraisals to ensure
knowledge, skills, abilities, and performance of the workforce
mirror organizational goals

Key Skills:

Needs Assessment
Change Management
Creativity
Coaching

Total Rewards
Develop, select, implement, administer, and evaluate
compensation and benefits programs for all employee groups
to support the organizations goals, objectives and values

Key Skills:
Pay/Benefit Laws and Practices
Market Trend Analysis

Comparable Worth

Job Analysis
Benchmarking

Employee Engagement
Develop and evaluate the workplace in order to maintain
relationships and working conditions that balance
employer/employee needs and rights in support of the
organizations goals and objectives

Key Skills:
Communication
Active Listening
Problem Solving
Conflict Management
Working in the Grey

Risk Management
Develop, implement, and evaluate programs, procedures,
and policies in order to provide a safe, secure working
environment and to protect the organization from
potential liability

Key Skills:
Policy Development
Investigation Measures
Ethical Disposition
Compliance
Safety/Security Practices

Diversity and Inclusion

Develop, implement, and evaluate programs, procedures,
and policies to create and sustain a workplace of
appreciation for individual differences whether outward or
inward creating an environment of mutual trust and respect

Key Skills:

Open Mindedness
Value Differences
Acknowledgement
Perspective

Case Study Exercises

Break into groups of threea different three
than the icebreakerand introduce
yourselves.
Discuss the case study and associated
questions amongst your groupeveryone
should participate.
Be ready to share your answer/perspectives.

Case Study #1
The president has called a meeting to get your feedback on Jack, a
department manager who is gruff, bossy, and often shows an its my
way or the highway attitude. Jack has a high turnover rate in his
department. People have commented that Jack is rude during
meetings and doesnt let others contribute.

But Jack also is a brilliantly talented person who adds a vast amount of
knowledge and experience to the company. He has been with the
company for 32 years and he reports directly to the president.
Jack has gone to the HR department and complained that the people
his supervisors hire are not a good fit for the company. The new
employees dont listen and they have a poor work ethic. Jack feels that
HR should do a better job screening people. Jack is about five years from
retirement.
What suggestions do you have for the president on how to coach
Jack and develop a personal improvement plan?
What areas would you suggest be first on Jacks improvement plan?
What kind of timetable would you put in place? Consequences?
How should Jack be coached and by whom? Is it worth the effort,
since he is retiring soon?

Case Study #2
Pensill Inc. was founded in 2013 and recently hit the 75 employee mark.
Due to its immense growth, it has hired you as its HR managera new
position for the company. Up to this point the accounting department
has handled the entire payroll and human resource functions for the
company.

There are very few written employee policies in place, and next to no
established HR processes. The executive management team has tasked
you with implementing an HR function. Even though the executive
management team has hired you, the group knows very little about
human resources, its role in the organization, how it fits, etc.
Given the information above:
How would you approach this situation? What would be your first step
in establishing the HR function?
How would you help the executive management team understand
HR?
Who would you involve in the process of building the HR function?
What would you do to make HRs presence known?

Take Aways
HR is not just a tactical function of the
organization but brings a strategic focus
relating to people strategy.
HRs fundamental components address how
to achieve organizational goals through its
employees.
While one does not have to be an expert in
all components, it is important that you have
a high level knowledge of each and the role
it plays in the organization.

Questions?
Jeremy York, SPHR,SHRM-SCP
Lead Consultant and President
jeremy@InvigorateHR.com
317.313.5980