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THE TRUE
POWER OF HR
Discover the six pillars
that drive HR success.
INTRODUCTION
Welcome
There's The HR department, with its diverse mix of skill sets
Never
and its unique perspective on business operations,
is positioned as never before to add strategic value
to businesses on critical issues across the employee
Been a
lifespan, from recruiting and onboarding to talent
development and retention.
Better
But is Your Company Missing Out?
Many organizations don’t see the tangible returns on
Time to
investing in modern HR. As a result, HR teams are often
limited by inefficient, manual processes. The goal of the
HR Center of Excellence is to change that.
be in HR Get Started
The HR Center of Excellence (HR COE) is your action
plan, grounded in Paycor’s data, experience, and
research, designed with a singular focus on helping
small-to-medium sized businesses (SMBs) optimize HR
to make a lasting impact on their organization.
2
INTRODUCTION There are two fundamentally
How
different views of HR.
Think about
management: Collects Analyzes data (e.g., referral
paper resumes, scans source and time to hire)
and shares with hiring to design a candidate
“People?”
managers, logs applicant experience that attracts
data into spreadsheets, etc. more qualified talent.
Benefits 15 Compliance 34
What (really) motivates The topic everyone wants
your employees? to ignore but HR can’t.
4
INTRODUCTION
P hase 3: Excel
HR becomes a competitive differentiator,
offering critical business insights and
collaborating with executive leadership to
drive company strategy and enhance the
employee experience.
5
INTRODUCTION
6
INTRODUCTION
A Little
About Us
Who We Are How We Created the HR COE
More than 30,000 SMBs trust Paycor to help To create the HR COE action plan, we’ve
them manage their most valuable asset — their supplemented our nearly 30 years of experience
people. At Paycor, we deliver a unified human with user group sessions, one-on-one interviews
capital management platform with modern, intuitive with HR professionals and business leaders, a
recruiting, HR and payroll solutions at its core. deep dive into 3rd party research, and ongoing
What distinguishes us from other HCM providers analysis of our own proprietary data. We’ve also
is our singular focus on helping business leaders, surveyed hundreds of HR departments, represented
entrepreneurs, partners, and HR professionals make by thousands of professionals at every stage in
a real, lasting difference in their organizations. Our their careers. The result is this: The HR Center of
personalized support and scalable, user-friendly Excellence. Welcome to an exciting journey.
technology streamlines every aspect of people
management, giving our clients the peace of mind
to focus on what they know best: their business and
their mission.
7
PILLAR 1
RECRUITING
and Toughest
or below i top challenge ii
Challenge
8
PILLAR 1
RECRUITING
9
PILLAR 1
RECRUITING
Take the
Recruiting
Benchmarking
Quiz
10
ACTION PLAN Action P lan:
1 | ASSESS
ASSIGN OWNERSHIP
Most smaller organizations share the recruiting
function across several people. In some cases,
we’ve seen that managers of other departments
are left on their own to do much of their recruiting.
It’s no surprise that HR leaders say recruiting
HR needs to take ownership of recruiting and
is their toughest challenge. The labor
partner with hiring managers to get it right.
market is tight, recruiting workflows are
complex, and many HR teams don’t have
If Your Recruiting Process
an established recruiting process. If you’re
is Broken, HR Can Fix it
trying to “win the war for talent” with manual
and/or paper workflows, no clear leadership,
and no repeatable process, you’re fighting GIVE RECRUITING THE TIME IT DESERVES
an uphill battle. Owning the process of recruiting—really giving it
the leadership it deserves—takes time. So after you
define ownership, the lucky “owner” needs time to
do the job. Here’s how to make that happen:
11
continued
ACTION PLAN
1 | ASSESS
12
ACTION PLAN
2 | OPTIMIZE
13
Action Plan
3 | EXCEL
Action P lan:
When your recruiting process is streamlined HOW TO GET STARTED
and efficient, and you’ve got the KPIs to First, learn about the wide-ranging benefits
prove it, you can begin to dream big, and of creating a culture of employee referrals. A
one big dream worth considering is the successful effort requires buy-in across the
employee referral program. Job seekers organization, so to make it happen, you have to
referred by current employees tend to be be an evangelist. Next, learn the 4-step plan to
better, more qualified candidates, who are build a program.
less likely to leave.
How to Build an Employee
Referral Program
14
PILLAR 2
BENEFITS
Employees?
considerations before high job satisfaction
accepting a job iii iv
15
PILLAR 2
BENEFITS
What (really) motivates you’re dying to hire and that top performer you need
to retain expect and demand more. And the most
your employees? successful HR teams are using a complete benefits
You might have a tough time answering the question experience as a competitive advantage.
if HR is tied up in administrative work, but one thing But HR can’t lead the charge alone. Benefits Brokers
is clear: benefits play a major role in attracting new play a crucial role in supporting HR’s efforts to
talent and retaining your best people. educate employees while also assessing the current
Competition across the job market is more cut throat landscape and offering plans that are in the best
than ever, and it’s forced employers to get creative interest of both parties – company and employee.
with benefits programs and incentives. It’s no longer
acceptable to offer status quo plans. The candidate
16
PILLAR 2
BENEFITS
Take the
Benefits
Benchmarking
Quiz
17
Action Plan
1 | ASSESS
Action P lan:
What does open enrollment look like at your EVALUATE YOUR TEAM’S APPROACH TO
organization? If HR spends most of the BENEFITS ADMIN.
time printing out benefits documentation, Open enrollment is a necessary evil that
distributing it by hand to employees, creates stress, panic and uncertainty across an
manually checking each form for accuracy, organization. And when enrollment is done manually,
and entering information into a carrier site the challenges increase significantly. Employees
and payroll, you’ll have little left to educate face a myriad of plan options with little to no
and guide employees through the fear and guidance on which is the best fit because instead
anxiety that comes with open enrollment. of devoting their time to education, HR is correcting
If your organization is relying on manual forms and re-entering information into the system.
processes, you need a way out. There’s a better way.
18
continued
Action Plan
1 | ASSESS
19
Action Plan
Action P lan:
FIND THE RIGHT EXPERT
2 | OPTIMIZE
Relieve your burden by partnering with a broker or
adding a benefits expert to your team who can help
make your company’s benefits package a key driver
of recruiting and retention.
a
6 Tips for Selecting the Right
20 Employee Benefits Broker
Action Plan
3 | EXCEL
21
PILLAR 3
LABOR COSTS
Greatest
organizations should time managing labor
measure v costs vi
Expense?
22
PILLAR 3
LABOR COSTS
How are you managing your Historically, HR has left labor cost analysis to
Finance. According to our survey, only about 7%
company’s greatest expense? of respondents say HR owns cost management.
Labor costs account for the highest percentage of About 50.4% said it’s a shared responsibility
operating expenses for many organizations. That’s between Finance and HR. That means about 43%
why CEOs care so much—nearly half of the HR of HR teams aren’t a part of the organizations' cost
professionals we surveyed said their CEO cares management at all.
most about labor costs. However, 62% of the CEOs We think that's a miss because, in fact, HR can
we surveyed rated their HR organization’s ability contribute a lot to managing and predicting labor
to affect the bottom line as a 3 or lower on a scale costs. To “get a seat at the table” and contribute to
of 1-5. the one thing your CEO cares most about, here’s
what you need to do.
23
PILLAR 3
LABOR COSTS
Take the
Labor Costs
Benchmarking
Quiz
24
ACTION PLAN
1 | ASSESS
Action P lan:
HR typically thinks about things like this: START THINKING ABOUT HOW TO
finding the right people, getting them MAXIMIZE LABOR SPEND
to join the team, onboarding, coaching, From your CFO’s perspective, human capital is an
career development, and keeping everyone expense and profitability of the company is the goal;
engaged and productive. These are all however, that goal is impossible to achieve without a
mission critical activities, but they’re also high-performing workforce dedicated to the mission
well within HR’s comfort zone. But what and vision of the company. That’s where you come
happens when you take a step back and into play.
look at your business, and your employees, It’s important to start thinking about how different
from the CFO’s perspective? What things categories of workers—salaried, variable, seasonal
can you see that they might not? —get paid and how best to maximize that spend. In
other words, you need to supplement your HR brain
with a CFO brain.
25
ACTION PLAN
2 | OPTIMIZE
Action P lan:
IF YOUR COMPANY HAS PRIMARILY
SALARIED WORKERS:
partner with Finance to establish up-to-date
Learning to collaborate with Finance is an pay ranges
ongoing project. Depending on a variety
of factors—the size of your organization, How to Establish
the size of your team, the nature of your Salary Ranges
business—it may be best to start small with
a pilot program, or in some cases a more IF YOUR COMPANY HAS PRIMARILY
productive relationship between HR and VARIABLE EMPLOYEES:
Finance starts from the top. Here are some
partner with Finance to analyze overtime spend.
“starter” projects to consider.
(According to Paycor data, 53% of SMBs had an
overtime expense in 2016.)
26
Action Plan
3 | EXCEL
27
PILLAR 4
PEOPLE MANAGEMENT
HR’s Biggest
Challenges
70%
of HR professionals
4
Top HR Challenges
Come from
spend 2/3 of their
time on “people • Onboarding
management” viii • Retention
Managing • Coaching/Performance
Reviews
People.
• Learning &
Development
28
Perhaps more than any other pillar, people
PILLAR 4 management requires the most administrative work.
PEOPLE MANAGEMENT If you’re drowning in stacks of employee forms, your
inbox is overflowing with questions about pay and
time off requests, and employees are popping by
your desk to ask about the company’s 401(k) policy,
HR's biggest challenges come you—and your company—are missing out on the
significant upside of investing time and energy into
from managing people. the management and development of people.
Ask yourself this: is your time well spent? In 2017,
For example, consider that new employees who
McKinsey reports that the typical HR department still
are part of a well-structured onboarding program
spends close to 60% of their time and resources on
are 69% more likely to remain at a company for
“transactional and operational HR,” while the highest-
up to three years. The more time and energy HR
performing HR teams spend less than 40% of their
can devote to the more strategic (and measurable)
time on admin.
aspects of people management, the better off
everyone will be.
29
PILLAR 4
PEOPLE MANAGEMENT
30
ACTION PLAN Action P lan:
1 | ASSESS
EVALUATE YOUR TEAM’S APPROACH
HR can have an enormous impact on nearly every
aspect of people management, all of which ladders
up to a decrease in regretted turnover. Is your team
doing everything they can?
People management is the pillar most
HR professionals will feel most familiar
Why Top
and comfortable with. That’s all the more
Performers Leave
reason to take a step back and ask some
questions. What’s working? What could
be working better? WHAT’S HOLDING YOU BACK?
If you feel HR is doing everything they can,congrats!
If not, what’s holding you back? If you feel like there
are just not enough hours in the day, then it may be
time to look at process improvement.
a Top 10 Ways
to Retain Top Talent
31
ACTION PLAN
2 | OPTIMIZE
Action P lan:
HR is such an important element to SHOW DON’T TELL: HOW TO USE DATA TO
organizations that it needs to prove its TRACK PEOPLE MANAGEMENT GOALS
value in a variety of ways. Not everything If your CEO or CFO is most persuaded by hard
HR does can be measured, nor should facts and figures, your job is to track key metrics
you try. However, because “people to help executives make informed decisions
management” impacts every aspect of your about workforce planning. Here are two excellent
business, it’s important to be able to talk resources to get started.
about (and sell) return on investment to the
organization's leadership. 4 People Management Metrics
Your CEO Needs to See
Watch the
a webinar
32
Action Plan
3 | EXCEL
33
PILLAR 5
COMPLIANCE
to Ignore, But
ix next 5 years x
HR Can’t.
34
PILLAR 5
COMPLIANCE
35
PILLAR 5
COMPLIANCE
Take the
Compliance
Benchmarking
Quiz
36
ACTION PLAN
1 | ASSESS
Action P lan:
Compliance falls under HR’s purview, and EVALUATE RECRUITING COMPLIANCE
the company leadership is well aware of Employers are so hyper-focused on getting candidates
its importance, but caring about it and in the door and filling open positions that recruiting
carefully monitoring are two different compliance sometimes becomes an afterthought.
things. The result is that protecting the That could be a costly oversight. Recruiting practices
organization from undue risk usually falls that lack discipline can lead to employee complaints,
on the shoulders of an understaffed HR audits or discrimination lawsuits. It’s far too easy
to misunderstand the laws in place or not properly
team. It’s up to HR professionals to ask:
educate those involved in the hiring process.
If auditors walked into our office, what
would they find?
Does Your Recruiting
Compliance Stack Up?
37
continued
ACTION PLAN
1 | ASSESS
PROPERLY CLASSIFY EMPLOYEES
The Department of Labor (DOL) estimates that 80%
of employers have some degree of non-compliance
with wage and hour laws. And in 2016 alone, the DOL’s
Wage and Hour Division collected more than $266
million in back wages for 280,000 employees. If you
haven’t evaluated your labor practices, start here.
38
ACTION PLAN
2 | OPTIMIZE
Action P lan:
As HR becomes laser-focused on relevant INVEST IN THE RIGHT TECHNOLOGY
compliance practices and begins to focus in If you’re storing employee documents in filing
on areas that need increased attention, you’re cabinets and tracking changes in employee status
more than likely going to feel stretched for in spreadsheets, you’re eventually going to make
resources. To overcome time constraints, HR an error. Here’s where the right HR technology
can optimize their processes with technology can make a dramatic difference. Not only will HR
that proactively monitors compliance tech connect your systems and offer one single
practices and helps maintain all the necessary source of truth for employee data, it can also
documentation. streamline compliance management and notify you
if documents expire or certifications need updating.
The right HR tech will pave the way for legitimate
compliance practices across each pillar of the HR
Center of Excellence.
39
Action Plan
3 | EXCEL
Compliance management will always leave • Recruiting: A dedicated ATS allows for
you feeling a bit uneasy. But utilizing a broker’s compliant handling of candidate screening
expertise to monitor regulation change has given and communication practices.
you the confidence you need to focus on more
• People Management: An HR management
strategic initiatives within the business such as
tool that allows for compliant electronic
taking advantages of the changes in the recent
signature and storage of key documents such
tax code. And now that you’ve fully embraced
as new hire paperwork, tax documentation,
technology to help manage and maintain
company policies and handbooks and employee
compliant records, compliance missteps in the
following areas are no longer cause for concern: disciplinary action.
40
Action Plan
3 | EXCEL
Action P lan:
UNDERSTAND THE BUSINESS
IMPLICATIONS OF TAX REFORM
Compliance Update:
Tax Reform Impact
41
PILLAR 6
EMPLOYEE EXPERIENCE
42
PILLAR 6
EMPLOYEE EXPERIENCE One reason is that there’s not enough focus on
the employee experience—that is, everything an
organization does, from onboarding to mentoring
to career development and more—to help gradually
Every company wants engaged employees. That’s and purposefully build an employee-centric culture.
because highly engaged employees don’t act like Over the years, we’ve seen companies try to take
“employees.” They’re more like volunteers devoted shortcuts by offering free lunch, happy hours, open
to a passion project, always looking for ways to add floor plans, or, if all else fails, setting up a ping pong
value, improve morale, and drive results, without table in a conference room. These “perks” seldom
sacrificing company culture. It’s no surprise then produce lasting results. There’s a better way.
that, according to DecisionWise, in 2017, 73% of
executives said employee engagement was a top Based on extensive research and interviews with
concern. Yet Gallup’s annual survey of engagement successful HR teams, we’ve mapped the ideal
continually finds that only 1/3 of employees are employee experience path—an entire journey that
actually engaged at work. Most (51%) are not starts before a new hire’s first day. The goal is create
engaged—they’re pretty much just treading water— an experience that not only drives engagement but
and, even worse, 16% are actively disengaged that ultimately encourages employees to become
(these are the saboteurs who bring everyone down). evangelists for your company.
With all this focus on engagement, why don’t we Designing a holistic employee experience is the end
see better results? goal, the holy grail, of the HR Center of Excellence.
We believe it’s the best way to create sustainable
employee engagement and evangelism. And we
believe that HR is uniquely suited to make it happen.
a
43
PILLAR 6
EMPLOYEE EXPERIENCE
Inspired
Valued
Involved
Hopeful
44
PILLAR 6
EMPLOYEE EXPERIENCE
HOPEFUL
Most new hires are hopeful and optimistic about their
decison to join your organization. We’ve all been there— Engaged
it’s the “honeymoon period.” By joining your company,
new hires have taken the first step, but they’re still not Inspired
exactly sure what they’ve signed up for. It’s critically
important to establish a firm foundation at this moment Valued
in the employee experience. Within the first 30 days,
organizations need to at least begin to answer three
Involved
important questions: Who do I work for? Why should
I be proud to work here? Why am I here? If these
basic questions aren’t answered, the foundation of the
Hopeful
employee experience will be unstable.
45
PILLAR 6
EMPLOYEE EXPERIENCE
INVOLVED
The next step is to get new employees involved in the
day-to-day life of the company, beyond their assigned Engaged
tasks and responsibilities. Here’s the key: remember,
there’s no one size fits all solution. Identify your Inspired
employee’s passions—those things that really motivate
them—and build programs that appeal to different Valued
personalities. For example, extroverts might jump at the
chance to be part of a young professionals initiative.
Involved
Introverts might prefer to be part of a smaller group, say
a focus group dedicated to uncovering insights around a
particular problem or challenge. All new employees will
Hopeful
likely benefit from some degree of mentorship. Discover
what works for your company, but whatever paths you
choose, be sure to offer multiple “on ramps” to get new
hires feeling involved and connected.
46
PILLAR 6
EMPLOYEE EXPERIENCE
VALUED
Everyone wants to feel appreciated and valued, but
not everyone wants to see their name in lights. The
next phase of the employee experience challenges the
organization to provide multiple ways to recognize and
Engaged
reward employees. We all know from experience, and
have probably read the research on just how important
it is for Millennials to feel appreciated for the value
Inspired
they contribute to a collective vision or goal. Rewards
don’t always have to be, nor should they be, financial. Valued
Again, this is about figuring out what resonates with
different kinds of people. Some team members will be Involved
delighted by outward signs of appreciation, others will
prefer a handwritten note, a branded company t-shirt, Hopeful
or an invitation to a task force focused on tackling a
business-related challenge. Showing team members
that they are valued, and that they are progressing in
their careers, doesn’t have to be complicated or difficult,
but it can have a disproportionately positive impact on
engagement scores.
a
47
PILLAR 6
EMPLOYEE EXPERIENCE
INSPIRED
Employees who feel involved and valued become
inspired to do their best work. At this stage of the
Engaged
employee experience journey, employees understand
their place in the organization and are excited and proud Inspired
to be part of the team. The danger at this stage is that
employees can become complacent. Build on a solid Valued
foundation by continuing to challenge employees with
new opportunities to learn and grow. Now is the time to Involved
dial up career pathing, so that employees have a clear
vision on where they’re going and what they need to get Hopeful
to the next level.
48
PILLAR 6
EMPLOYEE EXPERIENCE
ENGAGED
When your employees feel involved, valued, and
inspired, you have an engaged workforce that, given
the right tools, can become evangelists for your Engaged
company. Granted, not everyone will reach this pinnacle
of engagement—not all humans were meant to be Inspired
evangelists. But if you’ve patiently laid the groundwork,
your company is far more likely to create an environment
Valued
in which people who want to promote your company’s
mission, purpose, and values are ready and willing to
do so; now, it’s up to you to give them a platform to do
Involved
just that. In the coming months, we’ll share with you an
action plan to help identify, amplify, and track the results Hopeful
your employee evangelists can have on recruiting, hiring,
and your company’s overall engagement score.
49
Action P lan:
LEARN HOW TO MANAGE YOUR MANAGERS
50
The HR Center of Excellence is brought to you by Paycor.
Whatever your people management goals are, we'll help you
accomplish them with the right technology and the best support
and thought leadership.
Visit Paycor.com
SOURCES:
i. Paycor’s Market Trends, July 2017 viii. https://www.shrm.org/foundation/ourwork/initiatives/resources-from
past-initiatives/Documents/Onboarding%20New%20Employees.pdf
ii. Paycor’s HR Trendcast, August 2017
ix. Paycor’s HR Trendcast, August 2017
iii. https://www.glassdoor.com/blog/glassdoors-5-job-trends-watch-2016/
x. Paycor’s HR Trendcast, August 2017
iv. http://resources.glassdoor.com/rs/899-LOT-464/images/50hr-recruiting-
and-statistics-2017.pdf xi. http://news.gallup.com/poll/181289/majority-employees-not-engaged-
a v. Paycor’s Market Trends, July 2017
despite-gains-2014.aspx
xii. http://news.gallup.com/businessjournal/208487/right-culture-not-
vi. Paycor’s Market Trends, July 2017
employee-happiness.aspx
vii. Paycor’s Market Trends, July 2017