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The Human Capital Knowledge Exchange™ |
Spring 2003 |
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An exchange of trends, ideas, news and events on the
ever challenging issues revolving around the acquisition and retention and
development of your most valuable asset - human capital. |
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There is a clear relationship between
the effectiveness of a company's human capital and the creation of superior
shareholder return. Click
here to learn how Epsen Fuller Associates
can help you drive shareholder value!
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TREND
WATCH HR moves to Leadership Position at the Executive Committee Level A major change occurred
in corporations when the "personnel" function redefined itself as
"human resources.” The more
expansive terminology described a more all-encompassing professional
department with responsibilities extending far beyond the administrative
tasks associated with "personnel management.” Now, over 150,000 people hold membership in the Society for
Human Resource Management. The problem faced by these professionals---and the employers they
serve---is that much of the thinking and performance is limited to support
functions and management. This model
has worked in the past and may be sufficient in some environments today. Given the increasing challenges in the
field, this model will not work in the future. Top corporate executives are discovering that their
most valuable---and most volatile---resource is their human resource. Without adequate human resources, they
will not be able to fulfill their missions.
If they have a stable workforce of highly talented people, they can
enjoy a strategic advantage over their competition. Chief
Executive Officers have traditionally sought highly qualified
leaders-prepared through solid education and seasoned with significant
experience---to assume responsibility for research, manufacturing, marketing,
sales, distribution, and service. Now,
as they realize the critical importance of human resources, senior leaders
have high expectations of their Senior Human Resource Executives and their
teams. When they look at the
reality of their situations, they're disappointed. Too many human resources professionals lack the business sense,
leadership skills, and experience to actively participate at the strategic
level. Forecast? Those human resource
professionals who can perform at senior executive levels and contribute to
the strategic success of the business will be in high demand. They will demonstrate strong, multi-faceted
competence and will have extraordinary expectations of their
subordinates. As demands increase for
strategic workforce planning, more individualized compensation and benefits
management, focused compliance to corporate policies and government
regulations, and management of contingent labor resources, the profession
will move significantly beyond "management.” Routine functions will be outsourced by this new breed of human
resource executives who will be much more strategically oriented. The divergence is already obvious: Many senior human resource executives do not choose to belong to the Society. They see themselves as "leaders," not merely managers. Click
Here to learn
about Epsen Fuller’s Suite of Human Resource Solutions
FEATURE
ARTICLE Attracting the A-Team Never before
have Boards and CEOs taken a harder look at the skills and personal
characteristics of their management teams.
Times have brought business ethics, integrity, straight talk, and
judgment to the forefront. Great
companies and business results will continue to depend on people. The greatest needs today are for leaders
who can attract, build, and motivate teams that together produce significant
results. People want to believe in
their management and want to follow leaders they respect. It’s all about trust. The former TV network anchor, John
Chancellor, once commented, “The number one skill of leadership is the
ability to reassure”. To take the
business to new levels, executives must hire great talent. They must make sure the talent is aligned
with the company’s culture, objectives, and strategy. Great companies hire integrity, intelligence,
intensity, and passion, along with a demonstrated track record. Management teams must work seamlessly, and
respect each other through communication and collaboration. The game has changed today. Substance is “in” and concepts are
“out”. As Andrew Carnegie once said,
“As I grow older, I pay less attention to what people say, I just watch what
they do”. Real, viable business
models are “in” and untested business models “out”; an intense focus on
profitability, cash flow, and financial management is “in”; a track record in
execution and day-to-day business operational focus must be the norm. In a recent
survey conducted to identify changes in the mix of skills and competencies
that business leaders will require to successfully run their organizations in
the 21st century, ethics and morality were on top. There is no question that the foundation of any management team
is that leaders must possess the highest levels of integrity and ethics
themselves. Senior management
must relentlessly insist on integrity, accountability, and real-time
disclosure. When this becomes part of
the culture with an “A-Team”, several things happen. First, a lot of communication takes
place. Secondly, a commitment and a
sense of ownership for the goals, objectives, challenges, and the problems to
be solved define the culture.
Recognition that the team owns the success and failure of the
organization will surface. People
become committed to each other and to the team with a code of conduct going
forward to adhere to higher standards of ethics and accountability. There is no question that leaders today
must possess the highest levels of integrity and demand it from every member
of the management team, every employee, and every partner, vendor and service
provider. With
individual integrity, a healthy corporate culture can thrive. Cultures that praise open and direct
communications, honesty, trust, accountability, and respect for the
individual are a long ways towards having a productive work environment. Only when these are in place can companies
expect results and move to new levels. Click Here to learn about our Human Capital Valuation SystemSM
Top Tips for Recruiting Top Talent q
People
are not your most important asset.
The right people are! In
determining “the right people”, the good-to-great companies placed greater
weight on character attributes than on specific educational background, practical
skills, specialized knowledge, or even work experience. Not that specific knowledge or skills are
unimportant, but they viewed these traits as more teachable (or at least
learnable), whereas they believed dimensions like character, work ethic, basic
intelligence, dedication to fulfilling commitments, and values are more
ingrained. People Discipline 1. When in doubt,
don’t hire – keep looking. People Discipline 2. When you need
to make a people change, act. People
Discipline 3. Put your best people on your biggest
opportunities, not your biggest problems. |
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NEWS Epsen,
Fuller & Associates Expands - Recruits Staffing Expert Martha S. Kerr to Join Firm Epsen, Fuller & Associates, LLC,
a leading executive search and human capital consulting firm specializing in
organizational development for emerging growth, middle market and large
corporate enterprises www.efasearch.com,
today announced the addition of Martha Karr as a Principal to the Firm. “Despite the current economic conditions,
there exists a continued opportunity in the technology, life sciences and
consumer products industries. It made
sense for us to enhance our footprint in these areas to better serve this
robust market” said Thomas Fuller, General Managing Partner of the firm. “Our client base consists of emerging
growth companies as well as mid-cap to Fortune 1000 size companies. Martha brings a wealth of experience to
the table, having been involved in senior-level search and strategic staffing
for over 20 years. Her focus on
strategic consulting, superb client development skills and deep knowledge of
our client base blends well with our Human Capital Valuation SystemSM
and our philosophy on the growth of the firm.” Martha Kerr's career history includes background in corporate staffing, consulting, and executive search. Her broad perspective on corporate issues assures a professional approach to the search process. On the corporate side, Martha was the Director of Staffing and Executive Recruiting for Dendrite International, a major international vendor of software solutions to the pharmaceutical industry. In addition, she was the Recruiting Manager for ICON Solutions, a software consulting organization. While working as a Senior Consultant providing strategic staffing and human resource solutions, Martha has assisted firms in the semiconductor, network solutions, and clinical trial software industries. Formerly, Martha owned and managed an executive search and consulting firm for over 15 years with extensive search experience in the technology, life science and pharmaceutical areas. Martha earned an MBA in Industrial & Organizational Psychology from Baruch College, and a BA degree from Boston University. She is also a Certified Personnel Consultant. Martha can be reached at 973-359-9929 x302, mkerr@efasearch.com.
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The Essence of Leadership
-- Management
consultant David Maister, co-author of the recently released book,
First Among Equals |
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