President’s Pen
by Andrea Davis Cranfill, SPHR

Technology is such a part of our daily lives and HRACI is not exception. While we’ve tried to keep up with technological advances in association management and member communication, we have a long way to go. One of our 2005 strategies is to better leverage technology in everything we do.

Leverage technology to better meet member needs and improve internal operations

HRACI’s strategic plan aligns with the SHRM’s mission: serving the HR professional (STP) and advancing the HR profession (ATP). One of our strategies in support of STP/ATP is leveraging technology. We currently have many technology-related initiatives under way and have more scheduled over the next several months.

• Developing and implementing a member census. We haven’t done a great job in really trying to understand our members and their needs. This census, which gives us more information about you, will allow us to make better decisions about programming, member benefits, and other HRACI services. In addition to collecting this initial information, we are also revising our membership application and renewal forms so that we can have better information about our membership.
• Developing and implementing measurements of our success. It’s so true in business that you get only what you measure, and why should that be any different for HRACI? Our enhanced membership data and our ability to utilize it better will allow us to make the best decisions for the association. Once we have good measures established, we are committed to sharing our progress with you.
• Creating more opportunities for professional development through technology. While we aren’t sure yet what will work for HRACI, we are working on testing programs such as web- archived meeting audio/video, scheduled live-chat sessions with HR experts, and an enhanced message board with opportunities to post questions for speakers, all in a more user-friendly format.
• Providing web-based advertising options for our vendor members. Our vendor members provide many valuable services, but you’ll know about these only if the vendors have the opportunity to inform you. We will continue to provide several ways to help spread the word, including advertising in our monthly e-newsletter and banner ads on our website.

This is quite an endeavor, but we are eager to bring you information and resources in a more timely and efficient manner. Please continue to let me know what we can do to keep you better informed and engaged.

Andrea Davis Cranfill, SPHR

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The presentation focused on Mercer and SuccessFactors best practice, consisting of a workforce strategy framework, context vs. best practices in design and what technology can do and time for questions and answers. Performance management should be part of the overall Workforce Strategy and determining employees perceptions of the management process are starting points. It is important to understand the current performance management system from three perspectives: employer, employee, and cost. This process is about determining, or re-visiting the core beliefs about talent and its importance to the business, making choices, and having consistent execution. There are seven best practices which feature design and technology;

1. Talent management is a business priority
2. Clear performance success profile
3. CEO and senior leaders who care
4. (Real) accountability
5. Common language and integrated process
6. Focus on differentiation
7. Keep grounded in business strategy

An announcement was made regarding an upcoming program on Designing Compensation & Benefit Programs for the intergenerational Workforce, sponsored by Towers Perrin. This will be held on August 4, 2005, from 7:45 – 10:00 am at the Indianapolis Training Center, 2820 North Meridian St., 13th Floor, in Indianapolis, IN. Contact Mary Kay Conley at marykayconley@insightbb.com or 317-467-1564 to register.

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by: Keisha Underwood, Communications Committee

In this month’s newsletter, we’ll meet Ms. Tracey McCoy, the Senior Human Resource Generalist at Rolls-Royce Corporation. Although her career aspirations didn’t originally include HR, you will learn, as you read her story, the HR industry has welcomed a very intelligent and outgoing individual.

You’ll also find that Tracey’s experience includes a wide range of HR functions, but she shares that, in order to be effective in HR, you must know yourself. She believes that you learn a tremendous amount about how to effectively deal with people by understanding the characteristics that drive them. She is a fan of several books related to personality preferences that she shares with us. Take a moment to jot down the titles as you might find them useful.

One question we always ask is, “Describe two things you wish someone had told you about the industry when you started.” The response I received from Tracey is actually a topic I’ve been reading more about lately. Part of her response was, “At previous employers prior to joining Rolls-Royce, I was disappointed to learn that human resources did not have a seat at the table. It was a struggle at those companies to make a difference with the employees.” She wished someone had cautioned her to ensure the company she was selecting supported the human resource function. So to those who are looking at a career in HR, I think this can be taken as advice to strongly consider.

I’m sure you’re excited to read more about Tracey. Like me, I think you’ll find her story enlightening.

Was being an HR professional your career goal?
When I started college, I thought I wanted to be a writer. My junior year I took an organizational communication class and took an interest in human resources.

Describe your journey into the profession?
When I graduated from college in 1992 the economy was terrible and the job market was very sparse so it took me a while to find a position in human resources. I spent ten months in the sales and marketing field before landing a job in human resources. Then I found a job as an HR Administrator for a small western wear retail chain. The position was a tremendous learning experience. Because the company was small, I got involved in many aspects of human resources including benefits administration, recruitment, compensation and served as editor of the company newsletter. My supervisor was a career HR Professional who worked for many years as the HR Manager at UPS. She taught me that the heart of human resources is the people. My mentoring relationship with my supervisor together with the genuine valves of a small company helped make that experience the best I’ve had in my professional career. From there I moved on to become an Assistant HR Manager and later HR Manager for an automotive manufacturer in Northern Indiana. I chose a manufacturing company because I wanted worker’s compensation and safety experience to complete my HR portfolio. The plant operated 24 hours on three shifts and was supported by six hundred employees. I managed the human resource functions including recruitment, benefits, payroll, safety, employee relations and policy administration. This was also my first experience supervising other employees. A small staff of HR administrators and Generalists worked under me. I returned to Indianapolis in 1998 and worked in a HR Generalist role and as Employee Relations Manager for a cellular phone distributor. I joined Rolls-Royce in 2000 and have worked in International Human Resources and held various HR Generalist roles supporting the engineering, finance, business improvement, corporate airlines and energy businesses. I am currently the Senior Human Resource Generalist for Corporate & Regional Airlines, Energy, Business Process Improvement and Finance.

What HR Means to You
The aspect of human resources that I find most interesting is organizational development. I am intrigued with personality testing such as Myers-Briggs and the DISC Dimensions of Behavior personality profile system. I realized through my thesis work in studying personality profiles that to be effective in human resources you must know yourself first. Once you know your personality preference you can better communicate and adapt your style to minimize conflicts with others. I’m a big fan of books like “Please Understand Me” by David Keirsey, “Type Talk at Work” and “The 4-Dimensional Manager” by Julie Straw. These books provide a foundation to discover your individual management style, assess situations and focus your responses. I believe that you learn a tremendous amount about how to effectively deal with people by understanding the characteristics that drive them.

To me, the most interesting and challenging aspect of human resources that I’ve experienced is international human resources. I worked in international human resources during my first assignment at Rolls-Royce. This role helped me better understand how to adapt to cultural differences which is especially important when working at a global company. When selecting a candidate for an international assignment there are many factors to consider such as: costs, cultural differences, family life, comfort in the new business culture, visa requirements, etc. This role also helped enhance my business finance skills. I was responsible for creating assignment costings, working with exchange rates and living cost differentials, etc. and resolving international payroll and tax issues.

What are some things you have learned as an HR professional that you were surprised to learn?
A few years ago, my supervisor gave me some good advice. She said that I need to remember that not everyone in the company thinks human resources is as important as I do. She advised that keeping this in mind would help me experience less disappointment with others, especially those that don’t think of human resource professionals as strategic partners.

Describe (2) things you wish someone had told you about the industry when you started?
Sometimes the value you provide is measured more in the management of relationships and not the tasks you cross off a list at the end of the day.

Earlier in my career when I was interviewing for various human resource positions, I wish someone had cautioned me to ensure the company I selected supported the human resource function. At some of my previous employers prior to joining Rolls-Royce, I was disappointed to learn that human resources did not have a seat at the table. It was a struggle at those companies to make a difference with the employees.

What previous knowledge or experience have you found most helpful to perform your job?
I would recommend that people entering the human resource profession spend some time in a recruitment role. Every role I’ve performed in human resources has come into contact with recruitment in some capacity through direct placement of candidates both domestically and internationally, via job analysis exercises or by creating competency based evaluation tools for selection.

I have a Masters in Human Resources Development from Indiana State University. My coursework provided me with a broad understanding of how to: measure performance, identify training needs vs. benefits, establish learning principles and practices, conduct a training needs assessment and select training approaches and measure the value of training.

Having a basic knowledge of employment laws is also very helpful.

Do you currently hold any HR certifications? If so, which ones and describe your experience in obtaining them (i.e. level of difficulty, duration of preparation)?
I passed the PHR certification in December of 2000. I took a certification preparation class at Ivy Tech prior to taking the exam. The class was very helpful and served as a means to gain knowledge and develop a support network with other HR professionals who were preparing for the exam. I spent about five months studying for the exam. I also used the SHRM online exams and certification guide to test my knowledge on the key areas of human resources. I found the labor relations section to be the most difficult because I have never specialized in that area.

Do you or have you participated in any HR organizations other than HRACI? How would you rate their helpfulness/importance?
Currently the only professional networking I participate in is being part of the HRACI Diversity Committee. Serving on this committee has been a good experience for me both from a networking and learning standpoint. Rolls-Royce is currently working on a number of diversity initiatives so being part of the team has helped me bring some ideas for implementing best practices to Rolls-Royce.

How would you rate the level of importance of HR networking? What do you consider its benefits?
Networking can provide significant value; the challenge is finding time to get involved in professional organizations. I struggle because I have a highly visible position with a lot of responsibility and a new baby (just three months old).

I consider the benefits of networking to be: sharing best practices, brainstorming ideas, learning from common experiences, supporting the profession and obtaining resources to assist in solving common human resource problems.

What path is HR taking you; advancement?
My next role will likely be in a specialist function of human resources such as learning and development or compensation. Because I have a cross-cultural family, I am also very interested in completing a two year assignment in the UK.

Where do you see the industry in 5 years?
I hope that human resources will continue to serve as a strategic partner and change agent to the business. As HR professionals, the need to address diversity issues associated with changing workforce dynamics will be very important. Support programs such as flexible employment and telecommuting will be necessary to support the aging workforce and assist working parents in balancing work and family demands. I see systems such as People’s Soft and SAP greatly assisting human resources in becoming a paperless administration function.

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HRACI members Janet Pierson, Kim Vosburg and Lorinda Lintz were guest speakers during a BPE meeting last fall and they each offered expertise on conducting successful job searches.

Click here to view an article on the BPE, written by Marty Benson, which appeared in the May/June 2005 BizVoice magazine for the Indiana Chamber: http://www.bizvoicemagazine.com/archives/05mayjun/GuestColumn.pdf

Each year, the SHRM Foundation provides $13,000 to support the development of future HR leaders through national student awards and scholarships. The Leonard R. Brice, SPHR, Undergraduate Leadership Award and the SHRM Foundation Graduate Student Leadership Award, presented each June, are designed to recognize and encourage the development of leadership skills in students preparing to enter the HR profession. The SHRM Foundation Student Scholarships, awarded in the fall, recognize outstanding academic achievement. In recognition of the important work of SHRM chapter advisors to the student membership program, the Foundation sponsors the annual Advisor of the Year Award. For more information on Foundation sponsored awards & scholarships, visit www.shrm.org/foundation.

The SHRM Foundation: Investing in Your Future as an HR Leader

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HUMAN RESOURCE INFORMAL “GET-TOGETHER”

What: Human Resource and related folks meet, talk, and enjoy a drink or two.

Why: Just a place and time for HR types and Guests to “get away” for a bit. No planned agenda or presentations, just casual discussion, advise, war stories, or just relax and network.

Who: You and any guest(s) you want to bring along!

When: 6:00 PM Thursday, August, 11th, 2005, at the Bella Vita Ristorante on Geist. 11699 Fall Creek Road, 598-9011. We will be on the outside deck weather permitting. It’s easy to find, I-69 to 96 St., travel East until it Ts on Fall Creek Road, turn left and it’s on the right side of the road by the boatyard. Ask for the HR group. (Location will change each time we meet)

Contact Greg Medcalf, 317-788-6890, ext. 257 with any questions.

As we move into August, the Board must make preparations for the 2006 planning discussions that will take place in the fall. Beginning with a member census, the Board would like to collect information on our current members that will be used in the planning process. We hope to continue to grow our offerings and strive to meet the needs of our members in 2006 and forward. We believe this information will ensure that the needs and interests of our members are met. For example, by knowing how many of our members work in small organizations with limited HR resources, we can determine if programs are needed to target the special professional needs of those individuals. The information requested in the questionnaire will remain internal to HRACI and only available to members of the Board. We appreciate you taking just a few quick moments to provide us with this information. If you have any concerns regarding the information or its’ use, please contact me directly.

Just follow this link to take the survey.

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Do you have advice for an HR colleague on how to deal with management and gossip? Check out the HRACI discussion forum at http://www.hraci.com/forum/viewforum.php?f=4 to offer assistance.

Kurtis Meredith
Julie Ann Juhas
John Weisenburger
Thomas Lauth
Philip J Ripani
Lawrence Wilson
Dorothy McGinnis
Linda Baker
Dee Prater
Shawntee R McQuade
Tony O'Neill
Charlie Curtis
Jennifer Mann
Sandy McIntosh
Mike Szczepanski