+

Scaling Up: Strategies for Smart Business Growth and Market Expansion

Johnna Major, SPHR President Cornerstone HR

November 6, 2014

+ Preparing for Growth

Growth = Resources Stretched Thin Doing more with the same amount of

resources Employees may lack the skill, expertise or

resources to take on more Lack of clear accountability and processes

Strategic plan with revenue and market segment growth targets Organic growth M&A

SWOT analysis Strengths/Weaknesses – Internal Opportunities/Threats – External

+ Evaluating What You Need Growth by Merger or Acquisition Resources to integrate operational systems (e.g.

accounting, IT, purchasing) Resources to integrate employee benefits and pay systems Resources to integrate culture and communication

Organic Growth Resources for strategic sales support (based on channel,

distribution models) Resources to support increasing order and customer

volume Resources to support increasing administrative demands

(accounting volume, HR administration) Resources to support increasing data and process

demands

Internal, External, Technology

+ Overview: Workforce Strategies

Getting the right people on the team and getting the wrong ones off

Giving your managers the tools and training to lead and manage their team

Defining the culture that YOU want to drive success

Managing risk by understanding increasingly complex regulations that apply as your business grows

+ Getting the Right People On Your Team Get The Wrong People Off The Team If a person can’t expand or shift responsibilities to support your growth,

confront that fact sooner rather than later The longer you tolerate sub-par performance, the more it undermines

your ability to hold others accountable for high levels of performance

Commit to a Hiring Process that Will Yield “A Players”

+ Job Description

Role: Why Does Position

Exist?

Responsibilities: What Results Will This

Position Deliver?

Abilities Knowledge Skills

Exempt/ Non-Exempt?

Competitive Pay Rate?

Integrity

Customer Focus

Fun

Passion

+ Recruitment Process Resist the urge to hire your neighbor’s brother

Be prepared to devote the necessary amount of time to evaluate your top candidates and check references on your finalist(s)

Extend your reach for candidates far and wide Multiple job boards, social media, Linked In,

industry associations, your personal and professional networks, employee referrals

Develop an interview format that ensures that you get the full scope of: candidates' career history why they left each position, how they relate to

managers and peers what culture they thrive in and what their

accomplishments have been what criteria they have for a new position

+ Support Your New Managers Often the best individual contributors

get promoted to management roles and while they’re great at ‘doing’ they’re not great at leading Micromanage Laissez Faire Fear and lack of confidence in giving

performance feedback

Training Role of a manager Giving feedback Resolving conflict Delegating How to hire and fire Communications Managing change

+ HR Tools to Help Your Managers Succeed Job Descriptions that are results-

focused

Company-Defined Values to set expectations for behavior

Employee Handbook to provide consistency in applying policies

Performance Review tool that is linked to the job description and your values

Access to a confidential resource/mentor to address employee issues

+ “Culture Eats Strategy for Lunch”

Peter Drucker

Culture is the operationalization of a company’s values – Shein, MIT Sloan School

The culture that you want requires care and feeding- Ann Rhoades, “Built on Values”

Leaders need to model the values and behaviors they want to see in their employees and

Create systems to reinforce that culture

If you don’t define your culture, it will get defined for you

+ Jet Blue’s Values

Safety

Caring

Integrity

Fun

Passion

Fun Exhibits a sense of humor and

the ability to laugh at self Adds personality to the

customer experience Demonstrates and creates

enthusiasm for the job Seeks to convert a negative

situation into a positive customer experience

Creates a friendly environment where taking risks is OK

Values Definition

Review Mission, Vision, Strategy for Key Concepts

Customer Focus

Teamwork

Knowledgeable Safety

Innovation

Stewardship

Quality

Family Feel

Integrity

Honesty

Value #1 Value # 2 Value # 3 Value #4

Process Updates

Recruitment •Job Descriptions

•Interview questions/process

Performance Reviews •Updated format to include

values

Rewards/Recognition •Compensation philosophy

•Recognition for values

11/1/2013

Managing Risk: Compliance Requirements All >15 Employees >50 Employees Federal Contractors

FLSA Title VII Federal FMLA Drug Free Workplace Act

FCRA ADAAA ACA Affirmative Action Plan

OSHA ADEA (20 ee’s) EEO-1 (100 ee’s – non Fed contractor)

EEO-1 (50 ee’s)

USERRA and Maine Military Leave Act

COBRA (20 ee’s) WARN Act (100 ee’s)

Vet-100 and 100-A

Victims of Violence Act

Maine FMLA E-Verify

NLRA Harassment Prevention Training

Concealed Weapons Law

Drug Testing Policy – EAP (20 ee’s)

Lactation Breaks Pregnancy Discrimination Act

Equal Pay Act

Maine Whistleblower Protection Act

Wage Payout Upon Termination

+ Summary Understand your business growth strategy and have the right people

on the team to get you there

Give your employees, especially new managers, the tools and training they need for success

Create and sustain the culture YOU want to drive your success

Understand the laws and regulations that apply to you so that you can support your employees and manage your compliance risk

Johnna Major, President 207.883.5386 jmajor@corrnerstone-hr.com