One Free Growth Curve X-Ray to be Given Away in June…Valued between $7,000 and $12,000

Posted by on June 17, 2013 No comments

The first parts of “The Science of HR” dealt with the specifics of individual behaviors, motivators, skills and abilities and the impact these have on a company’s success. We also looked at emotional intelligence and how self awareness and building relationships is a core competency and essential for corporate executives as they develop unique culture. Now let’s look at the latest tool available for successfully managing growth, The Growth Curve.

As a Certified Growth Curve Strategist, I assist companies that are currently in an upward growth pattern. I was attracted to this process because the majority of my clients are those companies who understand there are challenges to successful growth, and want to bring calm to the chaos that growth inherently creates.

From a very high level, this is how it works. The Growth Curve Process looks at growth from three perspectives. People, Process and Profit. During each of the seven stages of growth, the priority changes as to which is most important for that stage. In some stages, the priority is People, other stages it is Process and others it is growing Profit. What does not get done in one stage does not go away, it continues to impede the growth process until it is addressed.

The seven stages of growth are determined by the number of employees a company has. I found it interesting that these were the criteria for the gates of transition. When I asked why the number of employee’s and not revenue drove companies to the next “gate” the answer was that “People add Complexity”. Each new employee brings new skills, but needs to acclimate to the specifics of the company and find where their abilities best fit in the plan of growth.

When interviewing companies that have gone through the Growth Curve X Ray Process, there were several common wins. The first was focus. At the end of the assessments, there were critical conversations around what needed to be done next. The second win is speed. For companies who need to identify next steps, or need a strategic plan, it is possible to go from beginning to end, start to initiatives, in less than three weeks.

I have seen companies spend thousands of dollars on coaches, and initiatives that are not properly integrated into a larger strategic plan and the company did not make any progress forward. When investing in such a program it is critical to follow the process. Execution will get there. Companies who are willing to let the process flow and evolve and not try and take shortcuts or manipulate the process will find great success, a sense of direction and the ability to see what is coming down the road, unprecedented success.

During the month of June I am giving away one free Growth Curve X-Ray Process. I am also pleased to offer each of you a free Stages of Growth Case Study so you can understand how a Growth Curve X-Ray will help your organization. If you are interested in this Process or have any other questions regarding the Growth Curve X-Ray please contact me today.

Mary Henry, CEO
HR on Demand, LLC
623.692.9213

info@hrondemandllc.com

Local Business Coach Receives Certification As Growth Curve Strategist

Posted by on June 14, 2013 No comments

Mary Henry

EEOC and OFCCP-compliant assessment company distinguishes Mary Henry, President, HR on Demand, LLC with Growth Curve Certification

Phoenix, Arizona – June 2013 – TTI Success Insights, the world’s leading source for research-based, validated assessments has designated Mary Henry of HR on Demand, LLC (www.hrondemandllc.com) a Certified Professional Growth Curve Strategist on February 22, 2013.

With this certification, Henry is qualified to perform an X-Ray to determine a company’s current stage of growth; critically assess a company’s past, present and future to get CEOs focused on the right things at the right time; and identify the hidden agents – defined as 27 Challenges – that are impacting the company’s ability to grow, and develop a plan to solve those issues.

Mary Henry is the President and Founder of HR on Demand, a business-consulting firm that specializes in adding bottom line value to organizations through business development and sound human resource practices. Founded in 2009 HR on Demand, LLC serves businesses of all sizes throughout the metro Phoenix area. Prior to founding her own company, Mary spent 10+ years at a Fortune 50 company, serving in roles such as training and development, recruiting, employee relations, people development and various other projects and disciplines throughout the organization. She has both small business and the large corporate experience. She holds the SPHR, Senior Professional in Human Resource designation from the Society of Human Resource management.

Dedicated to making organizations better through the design, education and implementation of assessment-based talent management solutions, TTI Success Insights maximizes the performance and satisfaction of employees, while increasing business results for corporations around the world. With it’s validated, EEOC compliant assessment tools that are free from adverse impact, TTI Success Insights operates through a global distribution network of independent consultants, coaches, speakers, trainers and strategic partners. Serving a domestic client base of Fortune 1000 companies, its international clientele exist in 90 countries worldwide. More information at http://www.ttisuccessinsights.com.

The Science of HR Emotional Intelligence

Posted by on May 12, 2013 No comments

The Science of HR Emotional Intelligence
We have examined how science and assessments measure and benchmark the stages of growth in an organization so that companies can plan for what is next and develop a laser focus on what needs to be done. We looked at behaviors, motivators, skills, abilities of our employees and how measuring these helps us make better hiring decisions and help to put together development plans. Now let’s examine one more component and how we can make better business decisions. Emotional Intelligence.
I am sure many of you have encountered that person who was intelligent and very good at their job, but could not control their emotions. The person that come to my mind was a District Manager who would blow up at employees, in front of other employees, vendors, and customers. At one point he was interested in taking on more responsibility and wanted to be promoted. He was not promoted and the reason was his impact on the business because of his emotional outbursts. His behavior destroyed morale, teamwork, and was counter to the culture the company was working to create.

Emotionally Intelligence is crucial at the C level as well. Decisions made in the heat of the moment might not necessarily contain all the facts. Building relationships with your most trusted advisors is a core competency for a CEO.

Emotional Intelligence, TTI Emotional Quotient, measures five dimensions of emotional intelligence in two categories:
• Intrapersonal Emotional Intelligence
o Self Awareness
o Self Regulation
o Motivation

• Interpersonal Emotional Intelligence
o Empathy
o Social Skills
Each report generates suggested activities that the person can do to improve each of the five areas of EQ. As a coach, or human resource professional, you will help your clients and companies identify appropriate exercises and can use these to strengthen communication and improve the likelihood of company success through thoughtful strategic decision making.
If you would like to learn more or sample the assessment for free, visit our website at hrondemandllc.com and request your complimentary assessment complete with a personal debrief of the report.

The Science of Human Resources: Assessments

Posted by on March 17, 2013 No comments

I recently attended a seminar on the unique challenges of growing companies. It examined how as we add employee’s we add complexity to the organization. New team members must be assimilated into the group, adjustments made to how the work is divided. Some bring new skills, all need to learn the culture and protocol of the current company. So how do we make the best decision possible when it comes to adding team members?
I have acquired several tools that make those decisions easier and impact overall retention. How nice if these better decisions lead to better business results! The first of these tools is a pre employment assessment that looks at measurable behaviors and motivators. The initial portion of the assessment is known as DISC. DISC examines behaviors, how people behave. The tool looks at a candidates responses and determines which of the four of styles the person falls into. Dominant, Influencing, Steadiness and Compliance. Research has shown that companies who hire a well rounded team, have better financial results. I would hate to think of what a company of “me’s” would look like!
The second component is Motivators. Motivators are the why we behave the way we do. Those motivators are Theoretical (Knowledge), Utilitarian,( money and its influence) Aesthetic (beauty and form) , Social ( people and relationships), Traditional( valuing how things have always been) and Individualist( marching to your own beat).
Would you hire someone whose behavior was dominating and motivator Utilitarian to a social service position helping people?
There are several clients and a sales coach who use this tool successfully to predict the effectiveness of newly hired sales people. The profile that is most successful for his clients, is sales people are those who are people oriented and money(Utilitarian) motivated.
Finding great talent is as much a science as it is an art.

A New Era of Work, Assessments

Posted by on March 10, 2013 No comments

A New Era of HR PART I
The History of HR in Business

In a highly industrialized world, work consisted of designing new machines and tools that helped design new machines and tools. The majority of work was repetitive motions and the goal was producing, goods, faster. The role of “personnel” as it was called back then, was to complete the paperwork to get employees paid, and enroll them in their benefits programs. Hiring consisted of finding someone who had experience at the job, or could be trained in a short amount of time to do the job.

Now we live in the information age. Work consists of gathering and disseminating information. Jobs require far less doing and far more critical thinking and analyzing. We are faced with many more things in order to develop a well-executed program for handling the people process.

The role of HR has changed. In order to truly support the whole organization HR has to understand not only the business but the financials.

If you would like more information about the role of HR in your company, how you can qualify for a free TTI DISC assessment using one of our newest HR tools or how our services can benefit you, please contact me at 623-692-9213, info@hrondemandllc.com or visit our website at www.hrondemandllc.com.

Employee Policies and Procedures

Posted by on November 6, 2012 No comments

Just how much do you care about employees and customers? Do you have an employee policies and procedures manual?

How much would you pay to insure that your employees’ and customers are safe from violent crime? Sexual predators? Thieves? Doing the right thing is much less expensive now than when there is an incident. I know! I know! You have heard that before………….but…………………
Read more »

New Employee Handbook

Posted by on November 6, 2012 No comments

I recently had the chance to work with a company that was well established and the tenure of the employees was 10 plus years. In my fact finding meeting I asked the owner of he had a handbook. He stated that “No, we have a page or so of employee rules and benefits, but I don’t think we need any more policies or rules. We know what to do and we do it” We are all friend’s here and we don’t need a full new employee handbook.
Read more »

HRM Course Seminar

Posted by on September 4, 2012 No comments

Having a grasp of sound human resource management techniques is increasingly important in recruitment, retention, and management of employees for small, medium, and large businesses. My upcoming HRM course will provide you with the necessary knowledge and tools you need to make informed decisions about human resources and how such decisions can affect your bottom line. On September 24th, I will cover various topics including the process of building a comprehensive recruiting program, creating a method of benchmarking job duties, developing tools to assess the strengths of your team, and the impact that all of this has on your recruiting process. My HRM course will improve the human element of your business, which is most important to your sustained success. Read more »

Should you buy talent or grow your own.

Posted by on May 20, 2012 No comments

I am frequently tasked with helping a company find new employees. There is nothing a company can do that will have more impact on their success or failure. I take this task VERY seriously.

So the business owner and I work through a process to determine what skills, abilities and knowledge the applicant should have. Typically, the list of SKA’s is long, so long that the ideal candidate should have 3-5 years of experience. This process leads us to the discussion around what what are the “have to haves” and what are “nice to haves”, and what SKA”S can you train and teach?

It then raises the question, “Do we have the resources available for our employees to learn new skills and abilities in a timely matter that will support the business?”  The answers to these questions determine whether your organization can or should pay a higher rate of pay for experience or hire entry level and work them through your training and development.

Do you have the infrastructure to support training or should you pay a higher wage for already trained and experienced employees, also known as buying talent?

 

My internal staff hate my salespeople

Posted by on February 1, 2012 No comments
tags: , ,

Allan Himmelstein, allan@salescoachaz.com, 480.656.3565

My Internal Staff Hate My Sales People

October 19, 2011

In many companies, the top salespeople are hated internally. As business owners and CEO’s we cannot accept this as a way of life. When I first started my business career, I was told that 70% of my time was needed to sell the idea to my company and only 30% the customer. That’s just plain wrong. Disconnect between sales and internal staff takes a tremendous toll on management, and is very costly to the organization in customer loyalty, personnel loyalty, and response time. Why does this happen and what can we as business owners do?

The Costly Disconnect Between Sales and Internal Staff

Mary Henry of HR on Demand related that she recently worked with a client and interviewed the employees to see if there were any disconnects in the sales process. The production team said that sales promised specs that were unrealistic. Shipping can’t get it delivered on time. And when I asked the sales team if they were aware of the problems, they said yes they were aware, but if it was not for sales, there would be no orders.

Yet, almost every sales person I know will say that building relationships based on respect and trust is the determining factor for their success. Sales people spend hours getting to know the client, learning how they built their business, talking with the staff and understanding the competition. Yet they do not spend 1 hour building the relationships with internal staff.

How To Build Bridges for a Winning Corporate Culture

So who is responsible for building that bridge and driving that culture? Everyone is responsible for making the relationships work. Each department should understand the impact of their actions on the total process. All departments should have an equal vested interest in the company success and their goals and compensation should all be aligned to achieve the company results.

There are several approaches to this seemingly universal problem.

  1. Find the unofficial leader in each group. Bring them together to discuss collaborative solutions. This will help resolve the inside-out perspective.
  2. Encourage sales to bring internal staff whether it is a CFO, Production Manager, or customer service person on Sales calls. This not only helps them have a deeper in understanding of the customer. The added benefit is the customers realize that there is a team and force behind the salesperson.
  3. Require your salespeople to spend a day working for the different departments. This will give them a deeper understanding of the company, and an appreciation of the job necessary to have things run smoothly.
  4. Have regular team meetings to discuss the progress and have open suggestions to move forward. Make sure that there are specific actions with time lines.

You as the business owner or CEO have to show your complete commitment to making the company a well-oiled team. It starts at the very top of the organization. Companies that build a culture of excellence work at it every day.

For more information on how to build a winning culture contact Allan Himmelstein at Sales Coach AZ, allan@azsalescoah.com