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#HRFL20 Speaker Spotlight: Amanda Simpson

Posted By Administration, Monday, August 24, 2020

With the HR Florida conference just a few days away, I am pleased to present to you my last #HRFL20 Speaker Spotlight. I hope you have enjoyed getting to know the local conference speakers as much as I’ve enjoyed writing about them.

 

Whether you plan to attend the conference in person or on-line, I hope you’ll take the time to check out Amanda Simpson’s session: “Tiptoeing Through the FLSA Minefield: How to Navigate the Pitfalls & Not Get Tripped Up.”

 

Let’s start by getting to know Amanda a little bit. Amanda Simpson is a Principal in the Orlando, Florida, office of Jackson Lewis P.C. She helps employers prevent and resolve workplace disputes. She does this by giving advice on the full spectrum of the employment relationship, from hiring and promotions to disciplinary action and terminations. In addition to advice and counsel, Ms. Simpson defends employers before state and federal administrative agencies and in arbitrations and courts throughout the United States with respect to claims involving discrimination, breach of contract, retaliation, harassment, wrongful discharge and state and federal wage and hour disputes. Ms. Simpson has successful trial and appellate experience both in the state and federal court levels. 

 

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#HRFL20 Speaker Spotlight: Efrain (Ricky) Baez, Jr

Posted By Administration, Thursday, July 30, 2020

I remember seeing Ricky speak for the first time at the Rollins SHRM Student Chapter meeting on February 16, 2018. His session was on Conflict Resolution and how to lead with purpose. After hearing his funny stories and learning about his dog Pupcake, I was bummed that he wasn’t a professor while I was at Rollins. However, I was grateful that I would continue to connect with Ricky in various ways like DisruptHR, GOSHRM, and his podcast HR Talk! over the next couple of years. You’ll notice this blog is a little longer than the rest have been, but I hope you’ll still take the time to read it because Ricky likes to teach through storytelling, and you’ll notice that he shared several stories during my time with him on Zoom.

 

Click below to read the full article presented by Amanda Brunson.

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Tags:  #HRFL20  Jr  Ricky Baez 

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#HRFL20 Speaker Spotlight: Brandon Allen

Posted By Latonia Eldridge, Thursday, July 30, 2020

 

 

Brandon Allen is the owner of Smart People Inc. as well as an Organizational Effectiveness Consultant. He is a master of transformation, facilitating the gap between uncertainty and results, engaging leaders and teams to build and execute effective plans that move organizations into action. In the end, whether it's a strategic plan, a business planning meeting, or team and leadership development, the goal is positive movement toward a better outcome, and Brandon delivers. His confident, easy, and fun style puts leaders... 
  

 

 

 

Download the pdf file below to read the full article  

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Tags:  #HRFL20  Brandon Allen  Organizational Effectiveness 

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#HRFL20 Speaker Spotlight: Sommer Sherrod

Posted By Administration, Thursday, July 23, 2020

Sommer Sherrod is the Vice President of Healthcare Strategy for Insurance Office of America. She is responsible for changing the paradigm of Employee Benefits for clients who want to move away from a traditional, transactional approach and towards a holistic, transformational approach that impacts Employee Engagement, culture, and the bottom line. Many appreciate her passion, creativity, strategic thinking, and Human Resources experience because she is able to contribute in meaningful ways well beyond just Benefits. But that is just her day job. Sommer is also the Chief Excitement Officer for DisruptHR Daytona, a member of the Women’s Executive Council of Orlando, and a Girl Scout leader in Seminole County.

 

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Tags:  HR Florida  HRFL  Summer Sherrod 

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#HRFL20 Speaker Spotlight: Wendy Sellers

Posted By Administration, Tuesday, July 21, 2020

#HRFL20 Speaker Spotlight: Wendy Sellers Q&A by: Amanda Brunson

 

Wendy Sellers, MHR, MHA, SHRM-SCP, SPHR is a Consultant, Advisor, Educator, Recruiter, Author and

Disruptor with 25 years’ experience in HR operations, recruiting, downsizing, change management, strategy, corporate culture, coaching, supervisor & manager training and leadership development in all size business (local startup to global enterprise) in a wide variety of industries including healthcare, professional services, technology, manufacturing, construction, engineering, higher education, federal contractors, public safety, non-profit and government agencies (to name a few).

 

How many years have you spoken at HR Florida conferences and what makes you want to keep coming back?

 

This will be my 5th year speaking at the conference. Simply put, I like to give back and help others learn from my very, very painful mistakes.

 

Tell us about your session at #HRFL20, and what is the one take away you hope every attendee has?

 

Let’s face it, jerks are part of our lives. We can’t escape them as they are everywhere. However, it is how we deal with them that makes the difference. We have “performance assessments” but we often miss the target altogether when dealing with behavior. The main takeaway ...

 

Click here for the full Q&A with Amanda Brunson.

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#HRFL20 Speaker Spotlight: Mark Griffiths

Posted By Administration, Tuesday, July 21, 2020

 #HRFL20 Speaker Spotlight: Mark Griffiths 

Q&A by: Amanda Bruns on

 

Mark Griffiths is a Client Partner at Newleaf Training and Development and oversees the East Coast office in Orlando. Newleaf provides customized training solutions including eLearning Development, Instructional Design Services, Leadership & Management Seminars, Webinar Design and Delivery, Coaching, Keynotes and Assessments including MBTI, DiSC, DiSC 360 and TKI. Mark has personally gained over 19 years’ experience in the training, eLearning, recruitment and staff development industry - working with non-profit, education and privately held organizations such as Hilton Grand Vacations, AAA, Randstad, Boston Scientific, Tesoro, McGraw-Hill Education and Citrix to create and deliver high impact blended training solutions incorporating a range of innovative inst ructor-led and online eLearning techniques to enhance employee engagement and achieve business outcom es.

 

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6 Best Practices in Business Management

Posted By Administration, Tuesday, March 10, 2020

6 Best Practices in Business Management

By Lynn Dao

 

 

Source

 

Effective business management is a combination of art and science. The scientific element is the result of the experience and research about what works best to motivate direct reports. The art of management involves understanding individuals, including yourself, so you can successfully apply best business practices within the context of your company’s culture to help your team achieve its goals.

 

Fortunately, there are a few easy-to-understand steps you can take to help foster a first-class working environment. Here are six of the best.

1. Communicate Clearly

Establishing clear expectations and then define individual responsibilities. This is an essential element of effective management. People can’t deliver on goals they don’t understand. But communication is a two-way street. A good communicator, like a good manager, is also a good listener. You need to understand the strengths and weaknesses of the people on your team so you can assign the right task to the right person. You also need to know if you’ve succeeded in communicating your goals. You can’t do this without feedback, empathy, and patient listening.

2. Lead by Example

You can’t expect your staff to work hard if you don’t. And it’s up to you to foster the atmosphere of respect and mutual understanding that is a keystone of a solid, productive team. Here, as elsewhere, nonverbal behavior counts for a lot. What’s your demeanor and attitude as you go through your day? As with work ethic, your team will notice and follow suit.

3. Maximize the Physical Environment

Don't underestimate the value of the layout for desks and workstations. Trends come and go: modular, cluster, and open-plan are just a few of the classic options. And much depends on the necessary work and information flow. But no matter what your office layout, goodwill and productivity will be improved by having plants growing in your workspace. Plants add color and texture to the work environment. Better yet, they're living air fresheners that can remove toxins while pumping oxygen into the closed work environment. One great option for interior decor is the Auntie Lou cordyline. This has beautiful burgundy foliage, grows from 3-6 feet, and flourishes in partial sunlight.

4. Say ‘Thank You’

It doesn’t take long, nor does it cost a thing, to walk across a room and acknowledge a job well done. The benefits of simple old-fashioned praise go a long way. You work harder when you notice your efforts are noticed and appreciated. So will the people around you. For tasks that deserve rewards beyond the words “thank you” or “good job,” the same principle applies. People respond to personal touches. Some people appreciate being taken out to lunch, others more autonomy, or some extra time off. The key to getting it right is knowing your staff and listening.

5. Be a Good Coach

When staff members come to you with problems, focus on the process. Ask the employee to outline the problem, the impact it is having and the remedies that have so far been tried. Consider the next steps together and have the employee come back to discuss how well these have worked. This turns the focus from the problem to the solution.

6. Delegate

As a manager, you only have so much time to address the tasks at hand. You might like to do everything yourself and demonstrate your own work ethic, but the time you spend teaching others to assume some of your tasks can reap significant rewards. It will build staffers’ confidence and skills. It also engages them in workplace goals and culture and encourages innovation and commitment.

 

When trying to become a better manager, remember that while the human needs for praise, respect, and autonomy are universal, each person has individual needs and desires. The specific motivation that might work best for you might not work best for others. But conscious management can help you map out effective steps for everyone.

 

Lynn Dao is an entrepreneur who started her own tech firm at the age of 35 and has since expanded into six more markets. She credits her success to offering flexible work schedules and keeping her employees well-fed.

 

Tags:  Best Practices  Business Management  Lyn Dao 

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Demand But No Supply?

Posted By Administration, Wednesday, February 19, 2020

Demand But No Supply?

3 ways to get more young people into manufacturing

by: Lori McKnight, VP of Recognition (CSI Stars)


Many HR professionals in the manufacturing sector are struggling to find skilled young people to meet their growing demands to remain competitive. 


This is reaching a boiling point in today’s tight labor market. Manufacturers are competing with “sexier” industries for young talent in an underdog position because of an often poor industry brand association and…  


  • An older workforce – the average manufacturing employee is 56 years old and 80% of jobs are filled by workers aged 45-60


  • Outdated perceptions - Millennials and Gen Zers (along with their parents) don’t view manufacturing jobs as offering a desirable career path  


  • High turnover and absenteeism – manufacturing employees are 25% less engaged than the overall workforce


  • Command and Control Management - manufacturers often focus on “output” and “cost control” verses “innovation” and “employee engagement”. This management style is less appealing to young workers who have different workplace expectations from their parents


  • Instability – job stability is important to young people. Manufacturing is particularly impacted by the economy and trade volatility 


Despite these hurtles, here are a few creative initiatives your manufacturing company can consider to improve your ability to attract and retain young talent.

 

1. Take Your Parents to Work Day

     You read that right. Manufacturers such as Toyota  (Indiana plant ) are inviting parents into their facility
     to sell them on the employment benefits their children can expect joining this automotive company (skill
     development, benefits, robotics, etc.).


Why focus on parents rather than the candidates? Parents of Millennials and GenZers have considerable influence over their adult childrens  career and life decisions. The terms “Helicopter and SnowPlow Parenting” were coined by Baby Boomers. Companies are starting to realize if they can win over parents, it will be easier to entice their talented offspring.  

 

2. Show, Tell and Sell

    According to a 2018 Leading to Learn Study, only:

  • 3 in 10 parents would consider guiding their children into manufacturing

  • 49% of Millennials think manufacturing offers a fulfilling career path

  • 32% of parents think manufacturing is a safe and clean environment to work 


You can see the problem. 


Develop a compelling story about your company that will resonate with young people. Promote the innovative technology and caliber of employees you have. Think like Silicon Valley and sell employees on the cool things your company is doing to help customers, the community or the climate. Good PR in the right locations (i.e. campus newsletters are a good start) will help overcome the stigma of manufacturing being dull, dirty work.

 

3. Invest in your People

     According to Kronos Research 54% of manufacturing workers cite lack of motivation and not feeling
     valued as a daily challenge. There are a few things HR can do to show leaders “what’s in it for me” by
     embracing what today’s multigenerational workforce needs to perform.


  • Educate. Talk about generational differences. Provide examples of what successful manufacturers are doing. Invest in coaching and manager skills training 

  • Make time for social events and require managers to be there. Foster more cohesiveness within your teams. It’s hard to trust people you don’t know

  • Encourage feedback. Hold townhalls with senior management so employees feel they have a voice and their suggestions are welcome

  • Leverage recognition technology. Enable managers with tools that make it easy for them to recognize great performers, connect with employees, promote achievement of goals and the everyday things employees are doing to make the company successful. 


Recognizing your employees doesn’t have to cost a lot. 70% of recognition should be non-monetary. High performing manufacturers invest about 8% of payroll in safety programs and between 0.5% - 3% towards recognition. Your mileage will vary - as they say. Recognition consultants (such as CSI STARS) can assess your current and desired state and share what manufacturing clients similar to your organization are doing and investing. 


For more context and ideas to attract young people into manufacturing, tune into our recent SHRM certified Manufacturing Webinar. Rob Fenwick, an experienced manufacturing consultant shares how companies he is working with are overcoming industry bias with progressive management practices.  


How are you overcoming your daily human capital challenges? Share your thoughts with me lori@csistars.com 


Related References 




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Laney Has a Passive Aggressive Co-Worker

Posted By Administration, Saturday, November 9, 2019

 

Laney Has a Passive Aggressive Co-Worker

 

Laney is a new employee at the Widget Company.  Her desk was located in the center of an open room, with no cubicles, surrounded by 12 co-workers.  In the right corner of her desk sat a large vase of sunflowers her husband had just given her for their anniversary.  They were situated right next to her computer monitor so she could see them all day.  When she returned from lunch one day, she was surprised to find her flowers were moved all the way to the left corner of her desk.  At first, she thought maybe she had put it there and forget.  Not thinking much about it, she moved the flowers back to their original location.  She preferred to have the flowers right next to her monitor since she faced that direction most of the day. When she returned from lunch the next day, her flowers were moved once again.  Now she knew it was not her being forgetful but still did nothing but move the flowers back.  The third time this happened, Laney was steaming mad, knowing full well this was no accident.  Who would do this and how could people be so mean? They didn’t know anything about her.  She may not know the reasons for this passive aggressive behavior, but it was clear that someone at her new job definitely did not want her there!  It became hard for Laney to concentrate as she stewed about the situation trying to figure out who it was.  She was ready to leave before she even received her first pay check.  She had no desire to work in such an unfriendly and hostile work environment. 

 

Although the details of workplace conflict might rear its head differently from office to office, the underlying themes are quite common - little communication and lots of passive aggressive behaviors.  What should Laney do in this situation?  Should she do nothing and continue to stew like many employees do in conflict situations? If Laney does nothing, she will most certainly become more frustrated and less productive. Should she accuse coworkers until she figures out who the culprit is? If Laney takes this approach, she will likely make quick enemies of her new coworkers.  Maybe she should

complain to Human Resources? This option could work for quelling the conflict but may not uncover the truth and could label her as a snitch.  Should she quit before it gets worse?  This is bad for the company and for Laney.  The company will have to spend additional time, money and resources to find and train a replacement.

 

Most everyone who has worked in an office has dealt with a challenging situation with a boss, supervisor or co-worker.  Although every organization has a distinct culture and way they handle conflict, there are many commonalities. 

 

The first thing Laney should do in this situation is to avoid jumping to conclusions.  Although she can not control the facts in this conflict, she can control how she responds.  Laney should focus on finding out who was moving the flowers and why.  Its important for her to ask co-workers if they know what’s going on without making them feel defensive.  She could ask open ended question that do not attack the co-worker that may be responsible. Questions like “Do you know why someone may be moving my flowers to the other side of my desk?”  It is best not to make assumptions or attack the person.  Give them an opportunity to explain their whole story in a non-defensive manner.  An open dialogue with the person responsible would have revealed the underlying issues behind why the flowers were moved.  With a little communication, Laney would have found out that there was a simple explanation.  Turns out that Viviane, the co-worker that sat just to the right of Laney had a flower allergy so she moved the flowers to opposite end of Laney’s desk.  Viviane is a very shy person and did not feel comfortable asking Laney to move the flowers

 

This type of conflict is very common in the workplace.  Often times, managers do not recognize these subtle conflicts and people involved are conflict averse to address the issue.  If left unaddressed, these seemingly trivial issues will grow and often infect an entire team of employees.  Eventually, these conflicts will create low employee morale, high turnover and sometimes even charges of harassment or a hostile work environment.  Workplace conflicts are often successfully resolved when employees are given constructive conflict resolution skills and a safe environment to practice these skills.  Although some workplace conflicts are complex and difficult to resolve, many have simple solutions if organizations create an open forum for employees to communicate effectively.

 

 

Written by Sheryle S. Woodruff, MS, Owner of Conflict Management Associates, Inc. www.cmafla.com  407-417-7791. Sheryle holds a Master's degree in Alternative Dispute Resolution.  She is a Florida Supreme Court Certified Mediator and has been a full time trainer, conflict coach, consultant and mediator since 1997.  She specializes in preventing and resolving workplace.

 

 

"All data and information provided on this blog is for informational purposes only and does not constitute legal or HR advice (which should be obtained through formal retention of a lawyer or HR professional, respectively).  Nothing contained in this blog reflects the opinions of GOSHRM or any of its directors or members. GOSHRM makes no representations as to accuracy, completeness, current-ness, suitability, or validity of any information on this blog and will not be liable for any errors, omissions, or delays in this information or any losses, injuries, or damages arising from its display or use. All information is provided on an as-is basis."

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5 Things Great Managers Do

Posted By Administration, Sunday, June 30, 2019

 

5 Things Great Managers Do

Written by: Lori McKnight

 

 

I was recently a guest on Callie Zipple’s HonestHR SHRM podcast. Callie and I chatted about All Things Recognition.

 

Callie asked a question we often hear from HR professionals, “How can I make recognition more inclusive and equitable? What can I do when some managers recognize great work but others have a serious recognition blind spot?”.

 

Recognition may be the most affordable and powerful tool in a manager’s toolbox, but it only works when used. Great managers know the WIIFM (what’s in it for me) of consistently recognizing employees.  

 

 

Here are 5 coaching tips to help managers with a recognition blind spot see the light.

 

 

Coaching Tip #1: Have a WIIFM talk

The role of manager has dramatically changed. Great managers need to be more than taskmasters – they need to be coaches who recognize the unique needs of their increasingly Millennial team.

 

According to Gallup, 69% of employees state they would work harder if they were recognized more BUT only 30% of employees received recognition or praise for doing good work in the last seven days.

 

 

Emphasize the benefits to unit performance by consciously making an effort to recognize others more often. 

 

When compared to business units in the bottom quartile of engagement, those in the top quartile realize improvements in the following areas: 

 

Image result for Source: 2017 Gallup State of the American Workplace

Source: 2017 Gallup State of the American Workplace

 

 

Coaching Tip #2: Give simple, actionable ways to get started

 

Being a good manager is hard. It takes a concerted effort to find the time to manage people AND get your own work done. Here are a few tips managers can implement asap to make recognition a part of their daily routine:

 

·         recognize one person at the beginning of every weekly meeting

·         schedule a calendar reminder at the end of every day to email or post a thank you to one person

·         have one face-to-face chat with an employee every week to give and receive feedback

 

 

Coaching Tip #3: Show what recognition looks like

If your organization has a social recognition platform…

 

·         print off examples of kudos other managers are giving to show how people are being recognized for great work and accomplishments

 

·         look at the number of recognition events a manager in a top performing unit is giving, compared to the manager in question. Sometimes numbers speak louder than words

 

 

Coaching Tip #4: Add to your manager’s recognition toolbox

Make recognition easy. The more streamlined and simple your recognition initiatives are, the more they’ll be used. A social recognition platform is ideal as small expressions of recognition posted on the company dashboard can be multiplied by many as employees like, comment and share the creds.

 

If you don’t have a digital recognition website:

·         have small branded on-the-spot gifts, thank you and spot cards available to recognize great work easily and immediately

 

·         set performance goals and use creative rewards to recognize efforts. Things like having a manager clean an employee’s desk, order in pizza or sponsor a coffee break are fun, easy to execute initiatives that are inexpensive

 

 

Coaching Tip #5: Reward Efforts

Managers, like employees, want to be recognized by superiors.

·         award bonus points for meeting recognition targets

·         build recognition targets into performance and incentive plans

 

Bottom line, according to a recent Forbes article, is that organizations pay a high price for keeping managers, who don’t manage, in leadership roles.  

 

Remind others to recognize and appreciate by downloading and posting this 5 Things Great Managers Do wallchart.

 

5 things great managers do

 

 

 

 

 

 

 

 

"All data and information provided on this blog is for informational purposes only and does not constitute legal or HR advice (which should be obtained through formal retention of a lawyer or HR professional, respectively).  Nothing contained in this blog reflects the opinions of GOSHRM or any of its directors or members. GOSHRM makes no representations as to accuracy, completeness, current-ness, suitability, or validity of any information on this blog and will not be liable for any errors, omissions, or delays in this information or any losses, injuries, or damages arising from its display or use. All information is provided on an as-is basis."

 

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