HR ORGANISATION AND Competencies

1. HR ORGANISATIONAND Competencies EAST BERKSHIRE EXECUTIVE JOB CLUB

2. Human Resources Organisation HRBP • HR Business Partners • Organisational Design and performance management • Programmes to achieve Business goals C&B • Compensation & Benefits • Salary Surveys, Grading, Salary Ranges, Bonus Plans • Benefit Programmes – Health, Pensions, Stocks etc LED • Learning & Development • Management & employee Training programmes • Employee development for the future Talent • Talent Acquisition • Based on Organisational Design and Resource Planning • High quality hires on time and in budget

3. Talent Acquisition • Specialist Recruiters – recruit directly if possible • Online, Job Boards, Company vacancy sites • Staff Introduction schemes • Specific Company targeting, Speculative calling • 15 – 20 vacancies • Urgent, Urgent, Urgent • Pressure, Pressure, Pressure • Manager • Candidate • Financial • Support / Administration

4. Recruiter time allocation • 40 hour week • 50% interviewing & selection • 50% sourcing for 20 vacancies • 1 hour per vacancy per week • 5 people for interview • 20 candidates on short list • 80 possible candidates • 160 initial CVs, contacts etc • 10 seconds

5. 10 seconds to make the biggest impression you can • Not present to make your case • You are your CV, Web persona, Linked In profile • Make these memorable • Interview • Arrive early, well dressed etc • Plenty of competency examples – STAR • Mix and Match - mental agility • Participate • Make it easy for the Interviewers • Make it memorable

6. Skill or Competence Which is it?

7. Competencies It ain’t what you do it’s the way that you do it …......Bananarama 1980s! • Group: Competencies for dealing with people • Fostering Teamwork, Building collaborative relationships • Oral and Written communication • Persuasive Communication, Influencing others • Group: Competencies for that are business focused • Diagnostic info gathering, Analytical and Strategic thinking • Entrepreneurial orientation, Initiative, Innovation • Results orientation • Group: Self-management competencies • Flexibility • Personal Credibility

8. Competencies Dealing with People • Teamwork:As a team member, the ability and desire to work cooperatively with others on a team; as a team leader, the ability to demonstrate interest, skill, and success in getting groups to learn to work together. • Working in teams is a key business activity - either as an individual contributor, specialist worker or as a team leader, tell me about the most successful team you have worked in, why and what role did you play. • Describe a situation where you have worked together with colleagues to achieve a shared goal. • How have you dealt with a conflict situation within a group? Situation Task Action Result

9. Teamwork:As a team member, the ability and desire to work cooperatively with others on a team. Overall Competency Competency Levels 1 Basic 2 Developing 3 Competent 4 Expert N None Positive Behaviours Negative Behaviours Shares key information with others in the team Works mostly individually Works with others to achieve the best outcome for business/task Relies on others to generate ideas or defers to others before contributing Contributes ideas and opinions Takes on an unsuitable role within the team Instrumental to success of team Confrontational or takes sides and unable to compromise STAR example

10. Teamwork STAR – what ’I’ did S • HR system was not scaling • Causing huge difficulties for other functions drawing on HR data T • Identify another suitable system that scaled and was future proof A • Established budget • Formed a small team of interested parties • Broke task into smaller components • Allocated tasks as appropriate with time lines to meet schedule • Collated and analysed data • Identified possible suppliers – briefed and invited proposals • Reviewed proposals, prepared summary for function heads and made recommendation • Recommendation approved and order placed R • New HR system implemented that suited all needs • Flagship account for me supplier with a 2 year free support plan

11. Teamwork ‘Nobody is perfect but a team can be’

12. Belbin Team Roles

13. Belbin Team Roles People Resource Investigator: Extroverted, enthusiastic, communicative. Explores opportunities and develops contacts who can help the project. Team Worker: Cooperative, mild, perceptive and diplomatic. Listens, builds, averts friction and calms the waters. Coordinator: Mature, confident and a good team leader. Clarifies goals, promotes decision-making and delegates well. Thinking Plant: Creative, imaginative, unorthodox. Able to solve difficult problems. Specialist: Single-minded, self-starting, dedicated. Provides knowledge and skills in rare supply. Monitor-Evaluator: Sober, strategic, discerning. Sees and evaluates options. Judges accurately Action/Task Shaper: Challenging, dynamic, thrives on pressure. Drive and courage to overcome obstacles. Implementer: Disciplined, reliable, conservative and efficient. Turns ideas into practical actions. Completer-Finisher: Painstaking, conscientious. Seeks errors and omissions. Delivers on time.

14. Competencies Dealing with People • Oral Communication:The ability to express oneself clearly in conversations and interactions with others. • Tell me about an occasion when you had to make a presentation – when, what was the subject, to how many people, what was the audience? • Tell me about the most successful presentation that you have made and why you consider that to be you best. • Written Communication:The ability to express oneself clearly in business writing. • Please tell me about your work writing experience and illustrate that with an example – I am interested in something that you consider to be substantial. Situation Task Action Result

15. Competencies Dealing with People • Building Collaborative Relationships:The ability to develop, maintain, and strengthen partnerships with others inside or outside the organization who can provide information, assistance, and support. • Being being able to handle and deal with conflict constructively is very important. Do you have an example of when you have done this? • Being able to work effectively with key opinion leaders, regulatory authorities, distributors and customers is critical if you are to be successful in the job – please give me an example of when you have built effective working relationships both internally and externally. Situation Task Action Result

16. Self-Management Competencies • Flexibility:Openness to different and new ways of doing things; willingness to modify one's preferred way of doing things. • Being able to be flexible is essential – give me an example where you can demonstrate your flexibility – what where the circumstances and what was the result? • Personal Credibility:Demonstrated concern that one be perceived as responsible, reliable, and trustworthy. • At a personal level, what do you consider to be your major differentiator – what makes you unique and different to others, give me an example. Situation Task Action Result

17. Self-Management Competencies • Self Confidence: Faith in one’s own ideas and capability to be successful; willingness to take an independent position in the face of opposition. • Let me have an example of when you stuck to your position despite pressure to change. • Stress Management:The ability to keep functioning effectively when under pressure and maintain self control in the face of hostility or provocation. • How have you coped with pressure and kept your cool when faced with hostility – what was the situation, what did you do and what was the outcome. Situation Task Action Result

18. Teamwork STAR – what ’I’ did A • Established budget • Financial awareness • Formed a small team of interested parties • Establishing focus, fostering teamwork, building collaborative relationships • Broke task into smaller components • Empowering others • Allocated tasks as appropriate with time lines to meet schedule • Managing performance • Collated and analysed data • Diagnostic information gathering, analytical thinking, forward thinking, strategic thinking • Identified possible suppliers – briefed and invited proposals • Analytical thinking • Reviewed proposals, prepared summary for function heads and made recommendation • Communication, oral and written presentation skills, persuasion and influencing skills • Recommendation approved and order placed • Influencing skill, results orientation, decision making

19. Skills Matrix (in your head) Try not to use the same example for every skill YOU are much better than that