copyright © 2002 career strategies, inc. all rights reserved. this material may not be reproduced...

Copyright © 2002 Career Strategies, Inc. All rights reserved. This material may not be reproduced or used in any other way without prior written permission of Career Strategies, Inc., 11 Beacon Street, Boston MA 02108

Getting In and Moving Up in Human Resources

Getting In and Moving Up inGetting In and Moving Up in

Human ResourcesHuman Resources

withwith

Priscilla Claman of Career Strategies, Priscilla Claman of Career Strategies, Inc.Inc.



Who am I?Who am I?

A career-long trainer,A career-long trainer,OD practitioner, and OD practitioner, and HR professionalHR professional

Someone fascinated by the Someone fascinated by the relationship between people relationship between people and the places they workand the places they work

Someone committed to Someone committed to improving that relationshipimproving that relationship

PriscillaPriscilla Claman ClamanPresident,President,Career StrategiesCareer Strategies



What We Do at Career StrategiesWhat We Do at Career Strategies

Competency models and applications of Competency models and applications of them for organizations seeking them for organizations seeking improved fit between people and workimproved fit between people and work

Business-focused career programs Business-focused career programs for organizations and individualsfor organizations and individuals



MOST MOST HUMAN RESOURCES HUMAN RESOURCES DEPARTMENTSDEPARTMENTS

Vice Vice PresidentPresident

HR HR GeneralistGeneralist



ClientClient

ClientClient

ClientClient

HR HR CUSTOMER CUSTOMER

SERVICE SERVICE CENTERCENTER



HR HR SPECIALISTSSPECIALISTS

(can be outsourced)(can be outsourced)

ClientClient

ClientClient

Generalists may report to the VP of HR or to their Generalists may report to the VP of HR or to their client with a dotted line to the other relationshipclient with a dotted line to the other relationship



When You Start Out in HR, Your Success Depends on:When You Start Out in HR, Your Success Depends on:

Throughput — what you can produceThroughput — what you can produce

Learning the basics — Learning the basics — Ask. . . Ask. . . for the opportunity to learn. . .for the opportunity to learn. . .

Customer Customer service skillsservice skills

Employment Employment lawlaw The businessThe business

++

The processes of The processes of your organizationyour organization




What Does It Take to Take That Second Step?What Does It Take to Take That Second Step?

Taking an analytical Taking an analytical approach to what you doapproach to what you do

Developing client relationships in Developing client relationships in the businessthe business

Success in the first jobSuccess in the first job

Identifying problems, opportunities to improve, ways Identifying problems, opportunities to improve, ways to measure your success other than throughputto measure your success other than throughput



Success in Your Second HR Job Depends Upon Success in Your Second HR Job Depends Upon AskAsking ing for the Opportunity To:for the Opportunity To:

Share what you know Share what you know with others in your with others in your

department and in the department and in the firmfirm

Develop a positive Develop a positive reputation for making a reputation for making a

contribution within contribution within your companyyour company

Maintain your Maintain your productivity and your productivity and your analytical approachanalytical approach



When You Choose a Career in Human Resources:When You Choose a Career in Human Resources:There Is So Much You Can Learn!There Is So Much You Can Learn!

Organization Organization DevelopmentDevelopment

StaffingStaffing

Employee Employee RelationsRelations

CompensationCompensation HR TechnologyHR Technology

BenefitsBenefits

TrainingTraining

Leadership Leadership DevelopmentDevelopment



Life Outside of HR and the Closest EquivalentsLife Outside of HR and the Closest Equivalents

HR Specialties…………..and similarHR Specialties…………..and similar Corporate FunctionsCorporate Functions

Sourcing/RecruitingSourcing/Recruiting MarketingMarketing

EmploymentEmployment SalesSales

HRISHRIS ITIT

Service Center/Payroll/ProcessingService Center/Payroll/Processing OperationsOperations

TrainingTraining Sales/Product ManagementSales/Product Management

Benefits and CompensationBenefits and Compensation Financial AnalysisFinancial Analysis



What Does It Take to Be an HR Generalist?What Does It Take to Be an HR Generalist?

•• Knowledge of two or Knowledge of two or three specialty areasthree specialty areas

•• Project Project management skillsmanagement skills

•• Client relationship Client relationship skillsskills



How Do You Get to Be an Entry Level Generalist?How Do You Get to Be an Entry Level Generalist?

• Work for a generalistWork for a generalist

• Develop client relationships with the generalist you Develop client relationships with the generalist you want to work forwant to work for

• And. . .And. . .



— — and their translation into skills you are using in college —and their translation into skills you are using in college —

The Human Resources SkillsThe Human Resources Skills

Project managementProject management

Change managementChange management

Client relationship skillsClient relationship skills

Financial analysis and measurementFinancial analysis and measurement

Persuasion, influence, coachingPersuasion, influence, coaching

Knowing when to stand for somethingKnowing when to stand for something

Big 6Big 6



Crossing the Bridge. . . A Bob Gatti Expression Crossing the Bridge. . . A Bob Gatti Expression and a Human Resources Dilemmaand a Human Resources Dilemma



““You can’t get a job anymore without proving you can do it first.”You can’t get a job anymore without proving you can do it first.”

— — an annoyed career changeran annoyed career changer



How Do You Prove You Can Do a Job You How Do You Prove You Can Do a Job You Have Never Had?Have Never Had?

1. Deconstruct it.1. Deconstruct it.

2. Get experience doing every piece of it.2. Get experience doing every piece of it.

3. And 3. And Ask. . .Ask. . . for the chance. for the chance.

For example:For example: How do you get to be a manager of others? How do you get to be a manager of others?

Interview candidatesInterview candidates

Manage a projectManage a project

Coach a new personCoach a new person

Run meetingsRun meetings

Train colleagues

Lead a task forceLead a task force

Train colleaguesTrain colleagues



How Do You Analyze What You Already Know?How Do You Analyze What You Already Know?

1. Deconstruct your current experience at work or in college.1. Deconstruct your current experience at work or in college.

2. What skills and experiences do you have in your toolkit as a result?2. What skills and experiences do you have in your toolkit as a result?

3. What skills or experiences do you need to have to get you to your goals?3. What skills or experiences do you need to have to get you to your goals?



Looking at the first five of the skills:Looking at the first five of the skills:

— — Which one is your biggest strength now? What story Which one is your biggest strength now? What story of one of your accomplishments illustrates that strength of one of your accomplishments illustrates that strength best?best?

— — Which one do you want to learn more about in the Which one do you want to learn more about in the next three months? Whom can you next three months? Whom can you Ask. . .Ask. . . for an for an opportunity to practice this skill?opportunity to practice this skill?

In pairs, share your biggest strength, what you want to In pairs, share your biggest strength, what you want to learn next, and how you’re going to accomplish that. learn next, and how you’re going to accomplish that.

And on March 21st. . .And on March 21st. . .

What’s Next in Your Career?What’s Next in Your Career?

Big 6Big 6



The Human Resources SkillsThe Human Resources Skills

• Project managementProject management

• Change managementChange management

• Client relationship skillsClient relationship skills

• Financial analysis and measurementFinancial analysis and measurement

• Persuasion, influence, coachingPersuasion, influence, coaching

• Knowing when to stand for somethingKnowing when to stand for something

Big 6Big 6



What’s our FutureWhat’s our Futureasas

Human Resources Human Resources Professionals?Professionals?

Measuring and articulating Measuring and articulating the value of HR activitiesthe value of HR activities

Establishing credibility with Establishing credibility with employees and managers — employees and managers — and the publicand the public

Understanding both “the Understanding both “the business of business” and the business of business” and the business of the firmbusiness of the firm

Taking an integrated Taking an integrated approach to managing a approach to managing a firm’s HR strategyfirm’s HR strategy



What I Would Like From YouWhat I Would Like From You

Please:Please:

• Remember to Remember to Ask. . .Ask. . . for what you need to be successful and for what you need to be successful and satisfied at worksatisfied at work

• For more information on HR careers, have a look at the HR For more information on HR careers, have a look at the HR White Paper on my web site www.career-strategies.comWhite Paper on my web site www.career-strategies.com

• E-mail me your thoughts at [email protected] me your thoughts at [email protected]



Thank You for AttendingThank You for AttendingGetting In and Moving UpGetting In and Moving Up

in Human Resourcesin Human Resourceswithwith Priscilla Claman of Career Strategies, Inc.Priscilla Claman of Career Strategies, Inc.

copyright © 2002 career strategies, inc. all rights reserved. this material may not be reproduced...

Documents