consulting                                     Human Resource Management

  
There are two key thrusts to Human Resource Management today. First, positioning HR
as a strategic business partner to ensure the business goals and vision are met, and
second, to enable line managers to lead their people so as to optimize their human
resource.


HR, as a function, is not just an add on department in an organization; an area in which to place individuals you don't know what to do with. It is an integral section of an organization to manage
its human capital - an important asset. Human resource professionals need to provide specialist
and generalist services, as well as enable line managers to manage people.

The Sergay Group can assist you:
 
  Construct your HR strategic plan
  Position your HR Department
  Increase your Organizational Development (OD) and Human Resource consulting skills
 

Performance Management

"There is no time to do performance management" is an excuse too dangerous to accept from any manager. Managing performance is front and center for every manager's job. If managers are not managing performance, what are they doing to ensure their teams deliver what they need to? Effective performance management skills are necessary for business success now more than ever.

Organizations should avoid implementing performance management systems that are too complicated, or too system or paper driven. Performance management is an ongoing process, not a once a year event!

Any performance management system should enable managers to manage performance, to engage employees in each step of the performance management cycle, and to empower everyone to hold the essential three discussions required for superior performance now and in the future:
 

    The Planning Discussion
    The Development Discussion
    The Review Discussion

Whether you need help to create a system, improve on what you are doing, or train people to hold
the necessary discussions or deliver difficult messages, The Sergay Group can assist you.

Competency Profiling

Leveraging the power of an organization's greatest assets - people, is a means to gain competitive advantage. Effectively using competency models as the foundation for people development will provide long-term, strategic impact to your organization.

Do you know the critical core competencies your company needs to grow into the future?

Do you have competency models for each job in your company? 

Competency models can be applied in the areas of:

    Recruiting and selecting employees
    Developing performance management systems
    Developing and retaining the best talent
  Designing recognition and rewards
  

Competencies can be described in terms of knowledge (what you know), skills (what you know how to do), behaviors (what you do), and attitudes (what you are willing to do).

It is worth identifying core competencies that will assist key leverage positions achieve what needs to be done in the job and the organization to meet strategic objectives.

Behavior Based Interviewing

Hiring the best candidate for a position and for the company is the prime focus of interviewing. Behavior based interviewing uses past behavior as a predictor of future success. With this approach, you ensure legal compliance, you ask the correct formatted open-ended questions, you base questions on competencies required for the job and a fit for the organizational culture, and you record objectively according to situations, actions, and results as expressed by the applicant and as observed by the interviewer. You also need to avoid common rating errors and prepare adequately for the interviewing process. This includes knowing how to effectively handle a panel interview.

The aims are to optimize the time spent on interviewing and to make the right choices. You can have the opportunity to learn the skills and practice the behaviors - Call The Sergay Group to help.

HR Development

See Training - Leadership Development and Staff Development.

Orientation

How you begin a relationship says volumes for how long the relationship will last and what the quality of the relationship will be like.

Orientation begins with the first point of contact with a potential candidate. Every communication thereafter adds to the candidate being oriented to the organization - its communication style, what it holds to be important, its values, its attention to detail, its focus on turn around time, and its follow through. The interviewing process is not just a time for the organization to choose the best candidate but a time for the candidate to decide whether or not the organization is a good fit for him or her.

How an offer is made, the communication medium used, the people from the organization involved in the communication process, and the set up applied to how a person will start work at an organization says volumes to the new employee about "how things are done around here".

Orientation efforts definitely begin before a person enters the front doors of the organization. A timetable of actions to execute can be set up for all new employees. From the start date, thought must be given to how the individual is going to be oriented to the job, the work area, the work team, processes and systems, the organization, its services or products, an internal network, the organization's external environment it functions in, and the customers. The new employee's work area needs to be fully functional with all the required equipment, systems, logins, and stationary available. A transitioning mentor may also be made use of.

Remember to harness the benefit of a fresh set of eyes - a new perspective can offer valid challenges to existing processes and procedures. Create a standard operation procedure, with the necessary tool kit, for all areas of an organization to use to orientate a new team member. A one day orientation program is not the panacea. The aim is to have new employees feeling comfortable and able to produce quality deliverables in areas of their job in the shortest possible time after joining the organization.

Diversity Management

True management of diversity is recognizing both the similarities and differences between people in the workplace. It allows the different points of view to inform the way forward. It involves participation to challenge the lens' people use to view their work, their work environment, and the broader environment in which they operate and the opportunities that exist.

Besides a moral, ethical and legal imperative to address diversity in the workplace, there is a strong business case to do so as well.

It is through harnessing the diverse experiences, expertise, skills, perspectives, styles, and approaches that we can forge a competitive advantage in an ever more complex and competitive world. It is essential to consider when following global strategies. It is crucial that ensuring behaviors in an organization are congruent with its vision and its values.

Work can be done on a variety of levels to foster the optimum management of diversity:

    Create a diversity strategy
    Re-look at policies
    Re-examine processes
    Refine systems (including recruitment)
    Conduct awareness training
    Introduce a mentor program
    Run accelerated development programs
    Include components of diversity into all leadership and orientation training in the organization
    Embark on team development
    Adjust rituals, symbols, and storytelling in the organization where necessary

Different situations call for different actions to be taken.

Focus your human resource management efforts on strategically managing the organization's human resources, so as to positively contribute to the performance and success at the organization.

For a free, no obligation consultation, call Janine Sergay now!

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The Sergay Group, Ltd.
1374 Bridgewater Lane
Long Grove, IL 60047

Tel. 847-821-7350
Fax. 847-821-7353