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from SuccessInHR.com

UNWRITTEN HR RULES: 21 Secrets For Attaining Awesome Career Success in Human Resources Download Two Free Chapters at: www.UnwrittenHRRules.com

START YOUR OWN AWESOME HR BLOG: The Absolute Beginners Guide To Launching Your Own Human Resources Blog Step-by-Step, Quickly & From Scratch Download One Free Chapter at: www.AwesomeHRBlog.com

HR RECESSION GUIDE: 7 Ways To Recession Proof Your HR Career & Avoid Losing Your Job Download Free Guide at: www.HRRecessionGuide.com

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Table of Contents
Heres The Big Problem & How To Address It .....................4 Hitting The Ground Running .......................................................6 Tool #1 Having Initial Discussions With Your Clients .......17 Tool #2 Building a New Direction For Your Team ..............19 Tool #3 Getting Acquainted Meeting......................................21 Tool #4 Selling a Change or New Idea for a Quick Win 23 About The Author ...........................................................................25

Copyright 2010 by Alan L. Collins & SuccessInHR.com. ALL RIGHTS RESERVED. No part of this report may be reproduced or transmitted in any form whatsoever, electronic, or mechanical, including photocopying, recording, or by any informational storage or retrieval system without express writer, dated and signed written permission from the author.

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Heres The Big Problem & How To Address It

The Problem: Moving into a new HR leadership role is the #1 challenge any HR professional can face....no matter how much HR experience you have! Taking charge of new people, integrating into the new culture, and determining when and how to best make your mark in your new job are just a few of the hurdles. The trick is how to establish yourself without stepping on the wrong toes, making the wrong assumptions or creating problems that will damage your effectivenessand worse, your career. HR Executive reports that nearly 50% of all new HR leaders fail in their first 18 months. Often, failure is the result of crucial mistakes made in the first 30 days mistakes that end up tripping up new HR leaders from the start. These mistakes made so early can be devastating - but how do you avoid them? Super-successful new Human Resources leaders find a way. They don't waste any time getting up to speed when they change jobs. They recognize the first 30 days is the best time to begin building relationships, learning the new role and finding out the boss' expectations in order to make a big splash later on. The Solution: Whether you're a brand new HR Manager moving into your first leadership role or a seasoned SVP taking over the top HR job in a Fortune 100 company, this Best Practices Special Report will help you get off to a fast start. This guide provides a quick checklist of best practices to help you manage your leadership transition so you can take charge, build your team, and deliver results. In these pages, you'll find a proven list of best practices and solutions for each stage of the process of moving into your new role and a comprehensive, easy-to- follow plan that will help you successfully navigate through your first 30 days in a new position.

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This one-of-a-kind guide will give you proven checklist of best practices for:

Making a powerful first impression Turning key stakeholders and direct reports into your allies Building your new team with early wins Fitting into a new cultureand shaping its evolution Creating, communicating, and implementing a new strategic direction Avoiding common mistakes and pitfalls

How To Get The Most From This Guide: Just before you move into your new Human Resources leadership role, pull out this guide and go through it putting a check mark by the top 10 items you want to accomplish during the first week on the new job. Then select your top 10 items each week for the next three weeks until youve completed your first 30 days in your new leadership role. Youll find out that the 30-40 items total that youll identify will ensure that you focus on the most important actions within your first 30 days. Note: Everything in this guide will not be applicable or a top priority given the nature and circumstances of the HR role youre moving into. Youll want to keep this guide with you for your entire HR career. It will be there to serve as your personal coach to ensure that each time you change HR jobs youre able to get off to a fast start and take charge! Best,

Alan Collins SuccessInHR.com P.S. I would welcome your feedback on this guide! Send me an e-mail me at alan@SuccessInHR.com with any suggested changes or omissions. Im committed to keep this guide updated with only the best information that will enable new HR leaders to hit the ground running!

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HR Leader Best Practices for Hitting the Ground Running

Take Charge Best Practice #1: Hold meetings on the business & culture with your manager, direct reports, and HR clients. (Timing: Your first week)

Hold a very brief, icebreaking meeting with your staff on your first day. Your new direct reports will be understandably curious and concerned about what the new boss is like, so dont keep them waiting and wondering. Being missing-in-action is not a great way to hit the ground running in your new HR leadership role. Many will have already googled you or looked up your profile on LinkedIn and may already have developed initial impressions without even having met you. So, take charge immediately and begin the connect with your team right away. Heres what youll want to cover in this meeting::
o o o o o o o o

Express your enthusiasm and optimism about the new HR role. Share background information about yourself. Discuss your style of overall working Share initial and broad expectations you have of your staff. Have your staff members to introduce themselves as well. Indicate youll be setting up one-on-ones in the next few days.. If some are in remote locations, conference call them into the meeting. Focus only on intros, icebreaking, and connecting thats all!

Resist the urge to prove yourself the first week. Take full advantage of your honeymoon period and make time to learn about the new organization before making decisions and acting. Learn, about the products or services, the people, and the problems. Ask your more experienced direct reports and colleagues their opinions about problems or opportunities. The greater the difference between your old and new company, the longer the learning curve. Check out your new clients, staff members and direct reports on LinkedIn, Facebook or on Google. Since many have already no doubt checked you out, you should return the favor. Use the information to help build rapport or to common ground. Knowing who went to your same school, who likes to golf or play tennis, who is reading the latest Ulrich book, or who knows the same people you know is a heck of a lot better than an awkward silence after Im doing fine, thank you.

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Introduce yourself to key players/clients whose support and sponsorship is needed. As you make connections, be prepared to describe the value you think you add to the operation. (e.g., Answer the question: "What do you have to offer your clients?) Find out from your new manager which colleagues/peers are good resources to draw on. Dont hesitate to use their skills and abilities. Discuss the mission, goals, and objectives of the Company or division or client group you are joining as a new HR leader. Establish how you and your new HR team fit into the overall company. Get feedback about the department or function you are inheriting. Talk to clients and peers about your team. Discuss operating issues, resources, people strengths, weaknesses, expectations of clients and team members, history of the group. Objectivity is important -- be careful not to be biased by untested opinions.

Soothe any "ruffled feathers" that may exist if you were brought into your new HR role above someone who thought they should have had your job. Position yourself with your staff and the people you will manage. Ask your boss to position you before your arrival to minimize rumors and speculation and upon arrival as a "getting to know you."

Broaden your perspective of your new job by getting a description of the other locations and functions you will work with. Review organization charts where possible. Discuss: (a) What the locations/functions do, (b) How they do it and (c) How your responsibilities fit in with those of the other locations/functions.

Discuss how the formal and informal systems work. Have your manager pair you with a peer or colleague who can "show you the ropes" and answer questions. Begin to build a solid support system you can draw on.

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Learn the informal expectations people have about the style of how things are done. Identify behaviors and actions that will cause friction between you and other individuals/groups. Invest as much time learning the climate and culture of the company and your team as you do developing functional knowledge. Knowing what to do is not enough to succeed. You must also know how to work within the personality of the company or your team. Get input and discuss areas where you should initiate reforms or make changes. These can become early wins that can help build your reputation positively. Also, identify sacred cows or areas where its more important to conform to the style of the company than to make changes.

Take Charge Practice #2: Discuss expectations about performance and management practices with your manager. (Timing: first two weeks)

The process of clarifying needs and expectations begins between you and your new manager during your initial interview about the job. And, it should continue with your boss, direct reports, and your clients throughout your career. Re-clarify specifically what your new manager expects from you. Make sure your charter is explicit around problems, people, and the deliverables you and your team will be providing. Discuss again expectations both of you have about the working relationship. (e.g., What do you need from your manager to feel comfortable? What support and guidance do you need?) Periodically renegotiate your expectations. Reconfirm with your boss what, in his or her opinion is, good practice (e.g., tight control, loose control, style of decision-making group vs. individual, etc.). Style issues that come from differing personal beliefs and perceptions account for a large portion of the problems new managers experience. Assess the appropriateness of your managerial style against the needs of the situation and the needs and expectations of those you are leading. Also, assess the fit of your practice with the management practices of your predecessor. Be prepared to flex your style. Recognize there are different ways to get things done. Your new managers style may differ from yours. Negotiate the latitude you need to act using your own best judgment.

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Be patient-recognize taking charge of a new unit takes time. You may not reach full productivity and maturity in your role for some time.

Take Charge Best Practice #3 Determine how you plan to establish yourself within the organization. (Timing: first two weeks)

Meet informally one-on-one with your staff and others youll need for support to get to know them. The earlier in the orientation period you meet. The better. People personally support those they see as friends and allies. People distrust the motives of those they dont know. Establish credibility with key people who can support what you need to do. Identify a knowledgeable person who can act as your coach and sponsor. With your direct reports and colleagues, identify something you can bring to the party that adds value in their eyes. Provide credit and recognition to the group for what they did well in the past. No one likes to think everything theyve done up to the point of your taking charge has been in vain. Review and discuss individual performance objectives with each staff member. Where needed, renegotiate your staffs performance objectives so everyone knows what you expect and how their performance ties to what youre trying to achieve

Take Charge Best Practice #4: If possible, arrange a meeting with your predecessor. (Timing: first two days)

Take advantage of any overlap in time with your predecessor that exists between when you start and he or she leaves. Meet to discuss the operation and share thoughts. If that person is leaving the company voluntarily, its worth it to contact this person in advance of your arrival. Ask the departing HR Leader to provide an overview of the job and schedule a "get acquainted" meeting to discuss the operation. Review: o List of operating issues o Strengths, weaknesses, opportunities of the unit o Key Human Resource issues

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Important contacts o History of the group

o

Jointly review the operating issues of your unit around expectations, deliverables, people and resources. Prepare a list of the short-term, mid-term and long-term issues you need to address. Ask the departing manager for their thoughts or recommendations on how to address the issues. Make sure you note down any actions that have already been taken that set precedent for future action. Discuss the performance objectives the departing manager has been working on. Review where things stand against each objective and what remains to be done.
o

Ask the outgoing manager to transmit his/her view of what the group can become or can do. Dont feel obligated to use all of what is offered.

Ask the departing HR Leader to review the Human Resources issues with you:
o

Discuss the HR decisions you need to make in the first six months. (e.g. performance evaluations due, probationary action pending, required Management Planning Reviews, pay decisions, etc.) Review the past performance and strengths/developmental needs of each member of your new group. Be careful not to be biased by the departing manager - keep your assessments fact-based. Study the files the departing employee has kept on Human Resource issues (e.g., critical incident files, salary histories, past performance appraisals, management planning worksheets, job descriptions.) Acquaint yourself with the help your Human Resources representative can provide.

Begin developing your support system:

o

Together develop a list of key clients/peers you should get to know within the first month. Identify and list the resources and support

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each can provide.

o

Find out who is a knowledge person you can use as a sounding board when questions arise. Include the HR leader you are replacing as part of your on-going support system, if possible. Stay in touch after he/she leaves. Dont hesitate to e-mail or call them with follow-up questions. Arrange informal get-togethers (e.g. coffees/lunches) to stay in touch and discuss how things are going.

Take Charge Best Practice #5: Jointly develop written performance objectives. (Timing: First month)

Clarify with your new boss expectations he/she has about what is effective performance. Set goals and objectives to describe in specific and measurable terms what you are to accomplish. Without common understanding, each side in the relationship inevitably will stop trusting the other.

Test your assumption about how things should operate. Look at the operation with a fresh perspective. Offer new ideas about what to do to bolster performance. Jointly develop a list of initial work assignments to guide your efforts during the first several weeks in the job.

Involve yourself in a high profile project you can succeed at quickly to build personal confidence and credibility.

Take Charge Best Practice Tip #6: Negotiate the support and expectations you need. (Timing: First month)

Get your new bosss help in buffering anything that takes you away from the task of getting settled-in and taking charge of the operation. Negotiate exceptions that allow you time to build momentum within the group. However, be sensitive about how intense to negotiate and when to withdraw.

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Take Charge Best Practice #7: Jointly prepare your individual development plan. (Timing: First two months)

Jointly author a plan that describes the knowledge, skills, and development experiences you need during the first year with your manager. Agree with your manager on the time you need to learn about the new job. Take every opportunity to learn more about the new operation. In the initial take charge period, learn from your mistakes. Keep your boss informed to avoid second-guessing or premature judgment of your actions.

Take Charge Best Practice #8: Establish an accountability to talk with clients. (Timing: first two months)

Talk with your clients to find out how your HR team is perceived and how well it's servicing the organization. Whenever possible, work on needed changes by using a task force of those the change affects. This increases the chances everyone knows what to do. It also increases ownership of the changes you decide to make. Obtain feedback on planned changes, even if you're unable to involve others in the decision-making upfront. Sell your new ideas/proposals by first determining the needs of clients and those whose commitment you want. Show clearly, how your ideas/proposals meet those needs. Pre-sell the key decision-makers. Sell new ideas in small manageable chunks to allow people time to get use to them.

Take Charge Best Practice #9: Develop an initial "map" and list of priorities. (Timing: first month)

Develop energy and enthusiasm within the group as early as possible. o Develop a rallying cry, theme, or challenge to unite the group. o Sponsor a group celebration. o Champion a cause team members are excited about. Build in lots of involvement for members of your new staff (more than usual). For instance include them in planning, new decisions, and discussions on how to execute plans/changes

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Develop initial priorities and a "map" to guide you. Remain flexible and change direction as you learn more about the organization. Avoid going for the home-run hit on early decisions. Recognize youll have to redo later some of the changes you make in the early stages of taking charge. Recognize complex problems require some immediate, stop-gap action, but may also take several attempts to find the underlying causes. In short, experiment ("do it, try it, fix it") when handling complex problems. Initially, act to correct near-term problems where there's good support or where there's some clear need to act. Avoid making premature decisions on long-term issues before you know all the facts. Its more important to establish a track record on smaller issues than to make your mark on major issues before you have the important facts. Managers brought in to "turn around the operation" sometimes fall victim of this need to act. As an insider taking charge of a new operation, test your assumptions about key people and the problems of the unit. It is especially important to question perceptions and beliefs about individuals youve worked with. Change in structure and reporting relationships change personal relationships. Be willing to renegotiate old relationships as well as form new ones.

If youre an insider, look at the job as an outsider might. Be innovative-be willing to abandon the status quo. Adapt goals and strategies to the new challenges of a growing business. Figure out the pressure points of your new department or function. Focus the groups energy on 1-2 carefully chosen projects that can improve performance and provide an early success. Choose projects based on importance and the readiness of the group e.g. creativity, energy, and determination to succeed). Take care of the rest of the units responsibilities on a business-as-usual basis. Resist the temptation to do everything at once. Exercise the latitude the organization gives you as a new manager. Be willing to take a few risks. Determine if others will give you the benefit of the doubt if things dont work out.

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Develop written plans for the high-impact, high-visibility projects. Let people know what part they play so they can commit themselves to the task. With the group's help, spell out who's to do what, when and the authority and responsibility of those accountable. Describe the desired results and how you'll measure progress and results. Get feedback from your team. Be clear on who has sponsored past practices and policies and why before making changes.
o o

Take initial action where you have the most functional knowledge. Allow time between the changes you make to be sure they accomplish what you intended. Those affected by the changes may also need time to get used to the new ways of doing things. Remember: "The more radical the change and the less people know of your motives, the longer it takes for them to adjust." Establish check-points for feedback on how well the changes are working. Share credit for success on important projects with subordinates and peers who "help make it happen."

Take Charge Best Practice #10: Hold a meeting with Human Resources on key systems (Timing: first month -Note: HR needs HR too!!)

After the settling in period, find out more about the Human Resource systems you need to use in the first year. (e.g., Performance Reviews, Succession Planning, Pay Systems, Management Development Opportunities/Programs, Diversity, etc.) Identify the Human Resources people who can provide additional information, guidance, and support. Work with the Human Resources group and utilize them as sounding boards in managing your people issues. Take time to get acquainted with the Human Resources person assigned to your group if there is one.

Take Charge Best Practice #11: Hold discussions/meetings to establish your group's now direction. (Timing: first six weeks)

In the early stages of taking charge, involve the members of your team in defining the groups direction. The direction describes where the unit needs to get and how the team needs to work together to get there. Frequently hold

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discussions with the team to redefine the direction. Check what else you need to do to bring the team together. (Bringing the team together includes things youll do more of/less of as well as things theyll do to promote better working relations).

Give credit and respect to the old-timers and experienced people in the group. Seek their opinions and listen to their recommendations. Develop your staff as a group of allies. Let them guide you through the initial period of taking charge, until you can learn the important facts about the new operation. Some practical strategies include: Ask lots of questionsbe sure you understand the answers. Let people know you understand and appreciate their viewpoints. Build upon others ideas versus killing them.

Implement the ideas you get from people within your group. Provide public recognition for good ideas from the group.

Key Point: Stop mentioning your old company. Unless youre asked about it, no one wants to constantly hear you say, "Well, at my old company, we did it this way...." This not only sounds like your previous company did everything better, but also makes it look like you miss your old HR job and aren't happy with the new one. Your focus should be forward, not backward. People will get sick of this quickly. Talking about the way you did things at your previous company implies that your head or heart is still there. Dont do it. After the first few times, nobody cares.

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Take Charge Best Practice #12: Make the staffing/structure changes necessary to execute your new direction. (Timing: within one month after establishing your new direction)

Avoid quick changes in staffing and structure just for the sake of saying you've taken action. Explore uncertainties and concerns you have about staff members and the structure of the organization with your boss and others. Assess the staffing and structure of your organization against the yardstick of its ability to carry out the new direction.

Take Charge Best Practice #13: Re-immerse yourself in learning more about the operation.

Take time to reassess the initial assumptions you made when you inherited the job. Periodically immerse yourself in learning more about the operation. Frequently reassess how it's going and identify needed fine-tuning.

Charge Best Practice #14: Schedule periodic sessions for feedback and coaching. (Timing: on-going)

Establish frequent opportunities to discuss with your manager the details of changes you are proposing. Augment your limitations in experience or skills with coaching. (Dont confuse coaching with "Here's how you should do it.") Anticipate potential problems you will have because you lack experience in the role. Develop adequate back-up support. Solicit frequent, frank, informal, timely feedback on how things are going during your honeymoon period as natural opportunities occur. Informally talk to your peers, colleagues, and clients about how it's going during the take-charge phase. Learn from the positive feedback you hear. Ask your new boss to provide an early-warning to you when problems exist or as issues arise.

Following these guidelines will put you well on the path towards realizing your goal of getting off to a fast start as the new HR leader.

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Tool #1 Key Questions for Having Initial Discussions With Your Clients
Everyone wants to know what the new HR leader is like especially your clients. Rather than brag about your accomplishments initially, asking great questions is a great way of establishing a positive first impression. Below are some initial questions you may want to be prepared to ask your clients in your initial discussions. Whats the history of your group in working with our HR organization? (Can clients highlight 2-3 accomplishments 2-3 short falls of your group?) Whats has been the overall level of service and responsiveness of our organization to your (client) needs? What needs are/arent getting met? Why? What services/activities have you come to depend on from our group? What are the unique contributions/distinctive competencies of our group? What would you like to see changed regarding what our group has been providing you in the last few months? What services should our group provide to your group in the future? What do you see as the future role of our group if its to maximize its effectiveness? Whats definitely not the role of our group as you see it? What things should our group continue to do? Stop doing? Do more effectively? Why? If you could wish for anything from our group, what would you wish for? Given that we could provide all the things you might wish for, what things would you value most? (Prioritize the wish list). How can I ensure theres good on-going communications between your team and my group? For example: -How will I find out if its not going well? Or, if everything is okay?

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-How important is it for us to? -To what extent is a good use of our time and support? -If we were do more/less work in the area of what would be your reaction? -(Note: also use this time to trial balloon some ideas with your clients).

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Tool #2 Framework for Building a New Direction For Your Team

With your arrival, your direct reports will expect you to clarify the direction for the team and the priorities going forward. Whether its called a vision, mission or purposeor simply a new direction is immaterial. What is important is that as the new HR leader you take the lead in doing this. Below is a framework for executing this processwhich you can do aloneor engage your team in helping you to develop. Engaging your team in this process strengthens their commitment to your direction. You can gather their input oneon-one or as a team. 1. Ideal direction Define the ideal direction of the group if it were to deliver the best possible service to clients (unique contributions/distinctive competencies). Develop a clear picture of the culture needed to support the new direction: Management practices (core few), Key values (creativity, risk-taking, teamwork, etc.)

2. Current direction Assess the extent the Ideal Direction is happening. Identify gaps between the ideal and whats happening now.

3. Strategy/Plan Jointly decide on the revised direction and focus of the group. Establish a plan to close gaps between the ideal and whats happening now. Develop a strategy to gain commitment to the new direction.

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4. Execution Communicate the new direction to clients and others within the department.AND then reinforce the new direction and the management practices/values that support it through: Management example Feedback confronting abuses of the new direction and reinforcing good execution Consistency/vigilance Repeating new direction themes in speeches, Division meetings, etc.

5. Audit Periodically monitor the extent your unit is closing the gap between the Ideal and whats currently happening.

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Tool #3 Getting Acquainted Meeting

As the new HR Leader, expect it to take 3-6 months to fully learn the operation and the idiosyncrasies of the business and your new team. Also, expect it to take as long for the team to learn about the new leader. The Getting Acquainted Meeting can significantly accelerate this onboarding time and reduce your learning curve. Timing: Within the first week. Agenda: Introduce yourself and state the purpose of the meeting (e.g. start talking as a team about the issues that are most important to us during the getting acquainted/transition period). Express enthusiasm and optimism about the new assignment. Share background information about yourself (e.g., what value you bring to the team personal, professional, technical qualities/capabilities. Discuss your style of working. Share initial expectations you have of your staff. Get to know members of the group. Personal introductions Name, job, background, family, and any other important facts that describe who they are. Also share What value do they add to the operation Personal, Professional, Technical qualities/capabilities (e.g., What do you bring to the party?)

Open the meeting to questions/discussion. (Note: To improve the effectiveness of the meeting you might have a member of the team gather these questions before the meeting and provide these to you in advance). Possible Questions from the New Leader:

What have you heard about your new manager? What else would you like to know?

What concerns do you have about having a new manager? What are some hot items we need to work on? What are the most important operating issues for our group?

Make beginning work assignments (e.g., collect background information you need). Follow up the staff meeting with a memo to recap what was discussed. Background Style/expectations. Work assignments Key business issues.

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Tool #4 Checklist for Selling a Change or New Idea for a Quick Win
Getting a quick win under your belt as the new HR leader can provide positive momentum in your new role. A quick win will almost always involve selling an idea and gaining the successful commitment of key stakeholders to this ideas. Most new HR leaders devote a lot of time describing the ideas to be presented, but fail to develop an effective strategy around how to sell or position the idea advantageously. Here are some quick tips for selling your ideas: Step 1: Plan your strategy before-hand Clearly determine the objectives of the selling effort. Outline the potential issues, concerns, and needs of your client. Involve those affected by the change or new idea in the planning stage. Obtain their views and support.

Step 2: Selling and pre-wiring the idea to your clients one-on- one Gain entry Establish a warm climate with small talk State whats in it for the person to listen to your proposal.

Probe the persons problems, needs or interests Probe the problems and concerns around the idea youre selling. Obtain mutual agreement on problems and issues. This is done before actually selling the idea.

Suggest Solutions Describe the details of your idea or change. Explain the benefits or whats in it for them as a result of accepting your ideas. Present evidence your ideas will work.

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Gain agreement regarding the idea Ask for acceptance of your idea. Handle any objections or concerns that arise. Gain a clear commitment or agreement on next steps. (This may require a written statement of what youve agreed to.)

Step 3: Implement the idea or change Consider how people affected by the idea or change will feel. Include appropriate people in the implementation stages. Involve others in how to execute the idea or change. Establish a transition period for people to get used to idea or change You may need to go through this process again to second sell the implementers.

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About the Author

Alan Collins is President & Chief Editor, at SuccessInHR.com, a company dedicated to empowering HR professionals and executives around the globe with insights and tools for enhancing their careers. He was formerly Vice President of Human Resources at PepsiCo where he led HR initiatives for their North American Quaker Oats, Gatorade and Tropicana businesses which comprised $8 billion of PepsiCo's sales.

With 25 years as an HR executive and professional, Alans corporate and operating human resources experience is extensive. While at PepsiCo, He led an organization of 60 HR directors, managers and professionals spread across 21 different locations in North America, where he was accountable for their performance, careers and success. He and his team provided HR strategic and executional oversight for a workforce of over 7000 employees. Alan also served as the HR M&A lead in integrating new acquisitions as well as divesting existing businesses; and he provided HR leadership for one of the largest change initiatives in the history of the Pepsi organization. Alan has written over 100 articles and white papers on HR. They have been featured in HR Executive Magazine, HRM Today, Linked:HR, Personal Branding and other nationallyknown publications for human resources professionals. His books and success guides include the following:

HR Books & Success Guides authored by Alan Collins

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"Unwritten HR Rules: 21 Secrets For Attaining Awesome Career Success in Human Resources" now available at Amazon. It describes career advancement strategies HR professionals and executives can put into action now. Two chapters can be immediately downloaded at UnwrittenHRRules.com. "Start Your Own Awesome HR Blog: The Absolute Beginner's Guide to Launching Your Own Outrageously Successful HR Blog...Step-by-Step, Quickly & From Scratch!" A sample chapter can be immediately downloaded at AwesomeHRBlog.com. "HR Recession Guide: 7 Ways To Recession Proof Your HR Career & Avoid Losing Your HR Job." is a must-have whether the economy is good or bad. It is available as a free download at HRRecessionGuide.com. "Youre The New HR LeaderNow What? How To Hit The Ground Running In Your First 30 Days In ANY New HR Leadership Role." Its available at NewHRLeader.com. Alan has also founded the Bryan A. Collins Scholarship Program, which provides scholarship grants annually to undergraduates at Tennessee State University who demonstrate excellence in pursuit of their college degrees. Students selected for this scholarship must embody the values embraced by the late Bryan A. Collins (pictured left) -- great with people, great at academics and great in extra-curricular leadership activities. More information and details can be found at BryanCollinsScholarship.org.

Finally, Alan was selected as a member of the prestigious Executive Leadership Council, based in Washington D.C. In addition, he has also taught at various Chicago-area universities. Alan received his BS and MS degrees in Industrial Relations from Purdue. More about Alan and his works can be accessed at his blog at www.SuccessInHR.com or by viewing his LinkedIn profile.

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