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Last week, more than 15,100 HR
and business leaders blew into the
Windy City for SHRM 2013, making
this year’s event the largest ever in
the 65-year history of the conference.
With 200 workshops led by the
brightest minds in HR and business,
an all-star lineup of keynote speakers,
unrivaled networking opportunities
and a one-of-a-kind conference
exposition, it’s no wonder that so
many HR pros from around the
country — and around the world —
came to Chicago for the four-day
event.
If you were there, we hope you filled
up on all the insights and connections
you could possibly ask for. If you
weren’t, we’ll help fill you in.
We were there for all of the keynote
speeches and the most important
workshops, and we’ve drilled down
all of the critical messages and
lessons learned into these six key
takeaways.
Drive success by being
data driven.
If there was one message that
resonated in every presentation,
it was to think, act and interact more
analytically. Former Secretary of
State Hillary Clinton touched on this
in her opening keynote address,
when she said that “Good decisions
are based on evidence; not ideology.”1
This is an especially prudent point
considering that HR is a people
function and, when dealing with
people, feelings and ideologies often
come into play. However, feelings
aren’t good predictors of successful
outcomes — information is. Learn how
to collect, analyze and interpret data
to drive better business decisions2
and to gain trust and credibility with
your employees and your executives.3
For example, you can target your
hiring efforts by analyzing demo-
graphic information related to
your location, your industry and the
available position. You can also use
data to project which employees are
likely to stay long-term, and which
are bound for the exits, in order to
reorient your training and engage-
ment programs.4
There is so much data out there and
making sense of it all can be both
empowering and overwhelming.
Fortunately, there is a growing
number of software tools designed
specifically to help HR professionals
analyze data and make more
accurate workforce decisions.4
If you
haven’t already done so, consider
exploring these software options
for your organization.
If you don’t think that analytics are
important, perhaps your CEO will
change your mind. CEOs now rate
HR analytics as the most important
new information source,4
making
it especially crucial not only to your
business, but to your standing
in your company and career.
Get ready for the millennials.5
By 2025, millennials (those born
between 1982 and 1993) will account
for 75 percent of the U.S. workforce.
Don’t wait until then to start planning
for their arrival in your business.
Take a close look at how millennials
work in order to understand how
to work with them.
Lessons learned.
•
Key takeaways from
SHRM 2013
adeccousa.com
1 Clinton, H. (2013, July). General Session conducted at SHRM 2013, Chicago, IL.
2 Hendricks, C., PH.D. (2013, July). The Science of a Good Hire. Presentation conducted at SHRM 2013, Chicago, IL.
3 Howe, A. & Jones, G. (2013, July). Trust and Influence: Making the C-Suite your Sweet Spot. Presentation conducted at SHRM 2013, Chicago, IL.
4 Alper-Leroux, C. (2013, July). HR’s Secret Weapon: The Power of Analytics. Presentation conducted at SHRM 2013, Chicago, IL.
5 Schawbel, D. (2013, July). Building the Workforce of Tomorrow: How to Recruit, Retain and Grow Your Young Talent. Presentation conducted
at SHRM 2013, Chicago, IL.
Key takeaways from SHRM 2013
Millennials have gotten a bad rap.
They are perceived as entitled,
insubordinate, lazy and ungrateful.
However, the truth is that they are
anything but. More than any other
generation, millennials want to make
a difference, and they’re willing
to put in a lot of time and energy to
do so. In addition, they do what
their managers tell them to do more
frequently (45 percent of the time)
than those of any other age group.
To make better connections with
millennials, keep these ten tips
in mind:
• Let go of your stereotypes and
focus on their positive attributes.
• Pair them with executives who
can support their careers while
having millennials teach execu-
tives about new technologies.
• Focus on their results more
than where and when the job
gets done.
• Use social networks to engage
them — not to just post jobs.
• Don’t restrict Internet usage;
if you block social networks, they
may not want to work for you.
• Establish internal hiring programs
to give millennials — and all
members of your workforce —
opportunities for growth.
• Align your company’s message
to a cause to give them a sense
of fulfillment at work.
• Sit down with them and be open
about the company’s health,
their performance and the future
of your group. They will trust you
in return.
• Millennials want to make a
major impact at your company,
so give them the tools, support
and resources to do so.
• Develop gamification applica-
tions to engage millennials
and build your brand.
Doing good can be great
for business.6
“Giving doesn’t just feel good; it’s
actually really good for business,”
said Blake Mycoskie, founder of
TOMS shoes, the multi-million dollar
shoe company that donates a pair
of shoes for every pair it sells.
The importance of giving, of doing
good, of being about more than just
profits, was an idea echoed by many
at SHRM. That’s because, by making
giving a priority, you can turn your
customers (both internal and external)
into champions of your company,
champions who tout your mission
and actually market on your behalf.
In addition, creating a culture of
giving can help you attract better
employees, including members
of the millennial generation who
are eager to work for companies
that share their passion for social
change.
As an HR professional, you can play
an instrumental role in establishing
a culture of giving in your organi-
zation, and the good news is you
don’t actually have to “give” away
anything at all. You merely need to
give your employees the opportunity
to serve, contribute and participate
in charitable events and causes
together. It’s a great way to enhance
camaraderie and business results
alike.
Take the pulse of
healthcare reform.
Thanks to the Patient Protection
and Affordable Care Act (ACA), more
commonly known as Obamacare,
everyone has questions about
healthcare reform. Unfortunately,
not too many people have the
answers — and HR professionals
are no exception.7
Employees are looking to HR pro-
fessionals for direction. In fact,
nearly 100 percent of employees
expect to receive information and
education related to healthcare
reform from their employers. How-
ever, only 13 percent of companies
think educating their employees
about healthcare reform is an
important issue. At the same time,
executives are counting on HR
to make informed decisions to drive
business results.7
Your employees, your bosses and
your business are all counting on
you. That’s why it is so important
to educate yourself about healthcare
reform. It’s a daunting challenge,
but there are resources available
to you. For example, you can work
directly with your broker to brush
•
adeccousa.com
6 Mycoskie, B. (2013, July). General Session conducted at SHRM 2013, Chicago, IL.
7 Amos, P. (2013, July). Navigating Health Care Reform: Putting More Control in Employees’ Hands. Presentation conducted at SHRM 2013, Chicago, IL.
8 Pink, D. (2013, July). General Session conducted at SHRM 2013, Chicago, IL.
Key takeaways from SHRM 2013
up on all of the changes, or you
can take professional development
courses geared specifically towards
healthcare reform.7
SHRM even
offers customized research and
reporting on the topic, for a fee.
Once you have the knowledge you
need, be sure to share it. Proactively
educate your workforce about the
laws, the rules and the options avail-
able to them. Present an evidence-
based presentation to your executives
to share your recommendations.
Sell. Sell. Sell.
“We’re all in sales now.” That was
the message delivered loud and
clear by Dan Pink, the best-selling
author and internationally renowned
business and economic expert.
It was a line repeated by many
presenters and attendees both inside
and outside the conference center.8
“Sales is a big part of what people
do every day, and my guess is that
HR is doing more of this than other
jobs,” he said. “Just think of trying
to convince executives in the C-suite
to accept a new idea or recruiting
a top job candidate to come work
for your organization. Even though
the cash register isn’t ringing, these
are sales.”
To become a better sales person,
Pink recommended five action items:
• Reduce your feelings of power
and focus on the value of your
subordinate before engaging
them in conversation.
• Be ambiverted — strike the right
balance between being internally
focused and externally focused.
• Make it easy for people to buy
what you’re selling; “give people
an off-ramp.”
• The next time you walk into
a meeting, don’t tell yourself
“you can do this.” Instead,
ask yourself, “Can I do this?”
to get yourself thinking.
• Make every action personal
and personable.
To be successful, you not only have
to sell your ideas, you have to sell
yourself. Constantly self-promote
and shrug off the notion that your
work will speak for itself — it won’t.
You need to speak for yourself, and
you need to get others speaking
about you, too. To do so, carefully
craft your personal brand, seek out
publicity and constantly network.9
Watch the gap.
As an HR professional, the American
skills gap is probably not news to
you. But there is new evidence that
suggests the issue is getting worse.
According to a March 2013 survey
conducted by SHRM, 66 percent
of organizations that are currently
hiring full-time staff said they are
having a difficult time recruiting for
specific job openings, up sharply
from 52 percent in 2011. The most
common skills gaps persist in English
proficiency (writing, speaking
and reading) and mathematics.
To overcome the skills gap and attract
qualified talent in this highly compet-
itive marketplace, HR professionals
recommend enhancing healthcare
benefits and touting retirement
savings and planning perks.10
For more insight into all of
the sessions from SHRM 2013,
check out our blog for daily
recaps and highlights.
For help implementing any
of these key takeaways, contact
your local Adecco representative
or visit adeccousa.com.
•
©2013 Adecco
9 Ingram, S. (2013, July). How to Master the Inner Game of Self-Promotion and Internal Branding. Presentation conducted at SHRM 2013, Chicago, IL.
10 Coombs, J. (2013). SHRM Research Reports Reflect Sluggish Labor Market. SHRM Conference Daily, p13.adeccousa.com

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HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 

2013 SHRM Key Takeaways

  • 1. Last week, more than 15,100 HR and business leaders blew into the Windy City for SHRM 2013, making this year’s event the largest ever in the 65-year history of the conference. With 200 workshops led by the brightest minds in HR and business, an all-star lineup of keynote speakers, unrivaled networking opportunities and a one-of-a-kind conference exposition, it’s no wonder that so many HR pros from around the country — and around the world — came to Chicago for the four-day event. If you were there, we hope you filled up on all the insights and connections you could possibly ask for. If you weren’t, we’ll help fill you in. We were there for all of the keynote speeches and the most important workshops, and we’ve drilled down all of the critical messages and lessons learned into these six key takeaways. Drive success by being data driven. If there was one message that resonated in every presentation, it was to think, act and interact more analytically. Former Secretary of State Hillary Clinton touched on this in her opening keynote address, when she said that “Good decisions are based on evidence; not ideology.”1 This is an especially prudent point considering that HR is a people function and, when dealing with people, feelings and ideologies often come into play. However, feelings aren’t good predictors of successful outcomes — information is. Learn how to collect, analyze and interpret data to drive better business decisions2 and to gain trust and credibility with your employees and your executives.3 For example, you can target your hiring efforts by analyzing demo- graphic information related to your location, your industry and the available position. You can also use data to project which employees are likely to stay long-term, and which are bound for the exits, in order to reorient your training and engage- ment programs.4 There is so much data out there and making sense of it all can be both empowering and overwhelming. Fortunately, there is a growing number of software tools designed specifically to help HR professionals analyze data and make more accurate workforce decisions.4 If you haven’t already done so, consider exploring these software options for your organization. If you don’t think that analytics are important, perhaps your CEO will change your mind. CEOs now rate HR analytics as the most important new information source,4 making it especially crucial not only to your business, but to your standing in your company and career. Get ready for the millennials.5 By 2025, millennials (those born between 1982 and 1993) will account for 75 percent of the U.S. workforce. Don’t wait until then to start planning for their arrival in your business. Take a close look at how millennials work in order to understand how to work with them. Lessons learned. • Key takeaways from SHRM 2013 adeccousa.com 1 Clinton, H. (2013, July). General Session conducted at SHRM 2013, Chicago, IL. 2 Hendricks, C., PH.D. (2013, July). The Science of a Good Hire. Presentation conducted at SHRM 2013, Chicago, IL. 3 Howe, A. & Jones, G. (2013, July). Trust and Influence: Making the C-Suite your Sweet Spot. Presentation conducted at SHRM 2013, Chicago, IL. 4 Alper-Leroux, C. (2013, July). HR’s Secret Weapon: The Power of Analytics. Presentation conducted at SHRM 2013, Chicago, IL. 5 Schawbel, D. (2013, July). Building the Workforce of Tomorrow: How to Recruit, Retain and Grow Your Young Talent. Presentation conducted at SHRM 2013, Chicago, IL.
  • 2. Key takeaways from SHRM 2013 Millennials have gotten a bad rap. They are perceived as entitled, insubordinate, lazy and ungrateful. However, the truth is that they are anything but. More than any other generation, millennials want to make a difference, and they’re willing to put in a lot of time and energy to do so. In addition, they do what their managers tell them to do more frequently (45 percent of the time) than those of any other age group. To make better connections with millennials, keep these ten tips in mind: • Let go of your stereotypes and focus on their positive attributes. • Pair them with executives who can support their careers while having millennials teach execu- tives about new technologies. • Focus on their results more than where and when the job gets done. • Use social networks to engage them — not to just post jobs. • Don’t restrict Internet usage; if you block social networks, they may not want to work for you. • Establish internal hiring programs to give millennials — and all members of your workforce — opportunities for growth. • Align your company’s message to a cause to give them a sense of fulfillment at work. • Sit down with them and be open about the company’s health, their performance and the future of your group. They will trust you in return. • Millennials want to make a major impact at your company, so give them the tools, support and resources to do so. • Develop gamification applica- tions to engage millennials and build your brand. Doing good can be great for business.6 “Giving doesn’t just feel good; it’s actually really good for business,” said Blake Mycoskie, founder of TOMS shoes, the multi-million dollar shoe company that donates a pair of shoes for every pair it sells. The importance of giving, of doing good, of being about more than just profits, was an idea echoed by many at SHRM. That’s because, by making giving a priority, you can turn your customers (both internal and external) into champions of your company, champions who tout your mission and actually market on your behalf. In addition, creating a culture of giving can help you attract better employees, including members of the millennial generation who are eager to work for companies that share their passion for social change. As an HR professional, you can play an instrumental role in establishing a culture of giving in your organi- zation, and the good news is you don’t actually have to “give” away anything at all. You merely need to give your employees the opportunity to serve, contribute and participate in charitable events and causes together. It’s a great way to enhance camaraderie and business results alike. Take the pulse of healthcare reform. Thanks to the Patient Protection and Affordable Care Act (ACA), more commonly known as Obamacare, everyone has questions about healthcare reform. Unfortunately, not too many people have the answers — and HR professionals are no exception.7 Employees are looking to HR pro- fessionals for direction. In fact, nearly 100 percent of employees expect to receive information and education related to healthcare reform from their employers. How- ever, only 13 percent of companies think educating their employees about healthcare reform is an important issue. At the same time, executives are counting on HR to make informed decisions to drive business results.7 Your employees, your bosses and your business are all counting on you. That’s why it is so important to educate yourself about healthcare reform. It’s a daunting challenge, but there are resources available to you. For example, you can work directly with your broker to brush • adeccousa.com 6 Mycoskie, B. (2013, July). General Session conducted at SHRM 2013, Chicago, IL. 7 Amos, P. (2013, July). Navigating Health Care Reform: Putting More Control in Employees’ Hands. Presentation conducted at SHRM 2013, Chicago, IL. 8 Pink, D. (2013, July). General Session conducted at SHRM 2013, Chicago, IL.
  • 3. Key takeaways from SHRM 2013 up on all of the changes, or you can take professional development courses geared specifically towards healthcare reform.7 SHRM even offers customized research and reporting on the topic, for a fee. Once you have the knowledge you need, be sure to share it. Proactively educate your workforce about the laws, the rules and the options avail- able to them. Present an evidence- based presentation to your executives to share your recommendations. Sell. Sell. Sell. “We’re all in sales now.” That was the message delivered loud and clear by Dan Pink, the best-selling author and internationally renowned business and economic expert. It was a line repeated by many presenters and attendees both inside and outside the conference center.8 “Sales is a big part of what people do every day, and my guess is that HR is doing more of this than other jobs,” he said. “Just think of trying to convince executives in the C-suite to accept a new idea or recruiting a top job candidate to come work for your organization. Even though the cash register isn’t ringing, these are sales.” To become a better sales person, Pink recommended five action items: • Reduce your feelings of power and focus on the value of your subordinate before engaging them in conversation. • Be ambiverted — strike the right balance between being internally focused and externally focused. • Make it easy for people to buy what you’re selling; “give people an off-ramp.” • The next time you walk into a meeting, don’t tell yourself “you can do this.” Instead, ask yourself, “Can I do this?” to get yourself thinking. • Make every action personal and personable. To be successful, you not only have to sell your ideas, you have to sell yourself. Constantly self-promote and shrug off the notion that your work will speak for itself — it won’t. You need to speak for yourself, and you need to get others speaking about you, too. To do so, carefully craft your personal brand, seek out publicity and constantly network.9 Watch the gap. As an HR professional, the American skills gap is probably not news to you. But there is new evidence that suggests the issue is getting worse. According to a March 2013 survey conducted by SHRM, 66 percent of organizations that are currently hiring full-time staff said they are having a difficult time recruiting for specific job openings, up sharply from 52 percent in 2011. The most common skills gaps persist in English proficiency (writing, speaking and reading) and mathematics. To overcome the skills gap and attract qualified talent in this highly compet- itive marketplace, HR professionals recommend enhancing healthcare benefits and touting retirement savings and planning perks.10 For more insight into all of the sessions from SHRM 2013, check out our blog for daily recaps and highlights. For help implementing any of these key takeaways, contact your local Adecco representative or visit adeccousa.com. • ©2013 Adecco 9 Ingram, S. (2013, July). How to Master the Inner Game of Self-Promotion and Internal Branding. Presentation conducted at SHRM 2013, Chicago, IL. 10 Coombs, J. (2013). SHRM Research Reports Reflect Sluggish Labor Market. SHRM Conference Daily, p13.adeccousa.com