#SHRM17 Interview with Heather Kinzie

YOU GUYS, #SHRM17 IS ALMOST HERE!!! I’m so excited! I love having the opportunity to see some of my HR Friends from across the globe, learn new things, and meet new people. I spend a lot of time going through the sessions listed and deciding which sessions are relevant to where I am in my career or current problems I’m trying to solve as well as which sessions might stretch my capabilities or prepare me for a future problem I’ll face as I work to progress in my career. I’m also always interested in who is presenting each session and I imagine you all are too! I love that the blog squad gets to spend time interviewing a few speakers before conference gets here so that you all have an opportunity to learn a little about them before you build your schedule. I recently spent some time with Heather Kinzie discussing her presentation she will be doing at #SHRM17 titled Out of the Office: The Rise of the Remote Worker.

Before I get into the discussion about her presentation, let me tell you a little about heather kinzieHeather from my perspective. I first met Heather at a national SHRM conference several years ago. We were both part of the blog team for the conference and it was my first time attending a national conference. Heather turned out to be one of the friendliest people I’ve ever met. I remember attending a session with her and Joan Ginsberg, who was also on the team, and just being amazed at how the three of us could sit in the same session and learn something new together even though we were all at different levels of our careers. Heather became a great contact in my HR network and a friend I keep in touch with year round. It was only last year when I had a chance to hear her present for the first time. I knew Heather was smart, I knew Heather was passionate about what she does, I knew Heather was well-spoken so I wasn’t surprised when she presented an awesome presentation on the Smart Stage at #SHRM16. At some point I stopped watching her and started watching the audience. Everyone was engaged and paying attention. People were smiling and nodding along. People were enjoying her presentation. To be fair, I think she could give a presentation about beef jerky and we would still enjoy listening to her present.

One of the other things I do at national conference is look for speakers for my local chapter and our state conference so when I saw how engaged the audience was I knew my local chapter needed to hear from her. She did not disappoint! In fact, this year she did 3 sessions for our local chapter in one day. We started with an executive level breakfast, then our normal monthly luncheon, and an evening meeting with our student chapters. The after meeting survey results raved about Heather, her presentation style, and her topics! Having her spend the day with our chapter was a great investment for our local HR community.

Now, her topic for SHRM. My first question to Heather was “why this topic?” I need to admit that I saw it and kind of stopped and made a squish face at it… I’ve been known to use this phrase often “It’s 2017, everyone is providing flexibility for professionals.” This is usually in response to any one of my HR pals that are thinking they may want to find a new job, but they enjoy the flexibility their current one provides. Turns out, I’m wrong… a lot of places still aren’t offering this flexible “work from wherever you need to occasionally” type of flexibility. If you had the same response, stay tuned because she’s going to spell it out for me/us.

Q: Why this Topic?

A: Well, being based out of Alaska I think if we can’t get it right, who can? We have a lot of businesses that have employees across the country and that requires some flexibility. Secondly, we’ve noticed a huge rise in what I like to call “intermittent remote workers” because it has been added to the employee value proposition required of a global economy. If commerce can happen globally why can’t the workforce happen globally?

Q: Since I naively thought everyone offered this already, I’m curious what your thoughts are on what is holding some organizations back from rolling out some form of remote work?

A: There is a myth that its hard to do or should only be reserved for special situations. I want to bust those myths and show how it prepares the business for success. I should clarify, just because it’s not difficult, doesn’t mean it’s easy. There are factors to explore and consider and some times there is a plausible business case to not have remote work options for employees. There are legitimate obstacles to consider from network security to ability to handle meetings. There are good reasons to shy away from it, but not stay away from it.

Q: A kind of expected question, what is the number one reason you hear from organizations that don’t have remote work in place already?

A: What I see often as a consultant is organizations shying away from flexibility because of trust. I say to that, if you don’t trust your workforce, why are they there? If you are afraid your employees are stealing from you, there is a bigger problem to solve.

Q: Okay, remember when Mayer took over at Yahoo and then pulled all the remote workers back into a physical office? Do you think the media coverage of that ‘mess’ and how employees responded may have hindered HR professionals consideration of remote work?

A: I think its important to make sure we are trying to solve the right problem. I can’t recall an article that really dug into the real issue of why she chose to do it, rather talking about the shock to the employees and culture change that was happening because of it. Was the remote workforce the problem or was it a leadership problem? Were they being managed properly? We must avoid headlines when we are working in our organizations and identify the failure so we can provide the right solution.

Q: I don’t want to giveaway your presentation so I want to switch gears on you. What are you most excited about for this years conference?

A: I’m excited to be in New Orleans, it will be my first time in New Orleans! I’m super excited to see HCJ… I’ve had a crush on him since 1995, maybe you saw the movie copycat?

Q: Never saw it. Where can people find you to connect- online and in person at #SHRM17?

A: One place you’ll be able to find me at the conference is the bloggers lounge! Please stop by, I’d love to meet all of you! I’m honored to have represented SHRM for years on the blog team. You can find me on twitter @HeatherKinzie and on LinkedIn (I don’t think I’m the only Heather Kinzie on LI, but surely the only cool one!!). Folks can also find some of my work at thestrivegroup.com or any of The Strive Group social media sites!

Attendees, you all can hear more about what Heather has to say on Wednesday June 21st at 11:30 a.m. Conference happens so fast and I can understand the exhaustion some of us experience by Wednesday, but you will not regret going to hear Heather elaborate on The Rise of the Remote Worker! It sounds like she will be tying in many aspects for us to consider as we look at remote work as an option or improve the way we are using remote workers.

See you all in #NOLA soon!!

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5 ways to be “All In” at #SHRM17

The countdown is on for #SHRM17!! I get so excited for the SHRM Annual Conference and Exposition every year because I’m guaranteed to see some of my extremely smart HR pals, discover some awesome presenters, learn a thing or two, and have a great time. All of these things have been true of my conference experience every year, regardless of the location so bringing it to New Orleans is just the cherry on top for me this year! I’ve only been to New Orleans one other time and I absolutely loved it-I’m thrilled to have a reason to go back!

This year is a great opportunity for us to challenge each other to be “All In” given that is the theme for the conference and when I thought about what that means for me I realized it means the following few things.

First, it means I’ve got to increase my behavioral competencies knowledge because that was my lowest score on my SHRM-SCP results. I was really happy with the rest of my results so I’m going to take this opportunity at conference to find sessions to help me improve in this area. Second, I have to grow my network some more, let more people into my circle. I’ve made some great connections through the years at these events so I can’t stop now- after all something like 15,000 people go to this conference, I only know a small FRACTION of those folks! Also, I have to be intentional about finding knowledge and people who can help me solve my HR problems rather than cluster around and complain about our HR problems. This is tough because as HR professionals we cannot typically vent within our organizations when we are troubled by something so it’s easy to let it all out at a conference away from work with our HR brethren. Fourth, I have to be “All In” with what I learn at conference this year. That means when I get back to work, I need to use what I learned. I need to bring back ideas to Huntsville and share with our chapter. I can’t just take notes and never look at them again. Finally, I’ve got to challenge my peers to be “All In” on taking HR to the next level. I will not enable you to complain about what you “don’t have” in your organization (resources, table, support, etc.) instead I will empower you to use what you’ve got to get you what you need!

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Should I drop my PHR?

Great news friends! I have earned my SHRM-SCP. I’m super excited about it because I never thought I would ever try to earn a senior certification, but when someone shared with me last year that they thought I had enough years experience to be a mentor I’ve been re-evaluating my life ever since. For instance, now I’m overly aware of beauty regiments and my calcium intake as well as the fact that if I try really hard I can burn 10 calories a minute in a boot-camp class, but still consume about 100 calories a minute without trying. 100 calories a minute hasn’t always been a problem, but I guess as you reach new heights in your career like being considered a mentor or becoming eligible to sit for a senior certification things just work different than they used to. Also, I found my first gray hair so I guess yeah… I’m a senior certified HR professional.

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Proof of my first gray hair

So what does my PHR have to do with my SHRM-SCP and my baby crows feet? Well, I’m currently unequally certified. I wasn’t feeling confident about taking my SPHR before the cut off to basically roll into the SHRM certification level to match my HRCI certification level so I ended up with my PHR and SHRM-CP. A month before my scheduled test for the SCP I had to renew my PHR. Since I hadn’t taken the test yet I decided to pay the $150 to renew my PHR and go from there, so technically I’m re-certified at the PHR level for the next three years & I now have my SHRM-SCP for the next three years. Is it worth it to maintain both when they don’t represent the same level of experience?

When the HRCI/SHRM split happened there was a lot of speculation over which certification would come out on top. There was a lot of badmouthing from both sides and plenty of HR professionals who had strong opinions one way or the other. I shared why my PHR was important to me at the time, but now the circumstances are different. I’ve always seen certification as a commitment to continued learning whether its HRCI or SHRM or some other organization. I’m more concerned about professionals maintaining enough credits to re-certify than I am them taking the initial test (though thats clearly necessary and part of the process, its only a one time thing). If professionals are continuing to earn credit then hopefully they are continuing to learn new things about their field and attend events where they can network with other professionals and learn something new and take their own skills to the next level. So now that the circumstances are different and I have to make a decision for which certification is going to “win out” over the other, I’m probably going to pick my SHRM one. It’s the more senior one, I’m a member of SHRM, and my local SHRM chapter (NASHRM), and honestly I have never used a resource from HRCI outside of my PHR exam. My PHR was very important to me when I earned it, but now I’m in a different stage of my career and it’s time to choose one or the other so yeah, I think I’ll drop my PHR.

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Do you mind if I pray?

No, I don’t mind if you pray.

What I do mind is that you asked me that question while I was in the middle of an interview process with your company. I do mind that you were the HR manager of a large organization and still risked asking that question during an interview. I said I didn’t mind, but I wonder if I would’ve got the job if I said I did mind.

What I do mind is that I never called you out on putting me on the spot like that or making hiring decisions based on who people pray to.

Best practices danger

I’ve noticed that in our profession we are constantly motivated to find the “best practices” surrounding a scenario or issue. I’m sure this isn’t restricted to the HR profession, but that’s obviously what we are going to talk about on this HR blog today! I myself often support this avenue for problem solving or collaboration, but I’ve witnessed the danger to this process and thought I’d share as a reminder to all of my HR peers.

I recognize that seeking best practices is how we make the most of our resources (especially on tight budgets) and how we find out what other organizations are doing when faced with challenges we are experiencing. Those are good reasons to seek best practices, but this is a real example from this year that I want to use to illustrate the danger in seeking best practices the wrong way.

When faced with a recruiting challenge, an HR manager sought the advice of a fellow HR manager from a company that often times competed for the same talent. She asks the other HR manager “how is your recruiting team set up?” On the surface, this was a good idea. This HR manager found a trusted professional that works for a similar type company and has a recruiting team that she manages to find out how she should structure her recruiting team going forward. She gets her answer, but then she makes a mistake. She takes the answer from the second HR manager and she applies it to her recruiting team.

best-practiceWhat did she do wrong you ask? She didn’t find out how many positions the recruiting team is responsible for filling, what type of positions they are responsible for filling, how much travel does that recruiting team have to do, what steps are the recruiters actually responsible for, etc. She may have gotten a bit more information than how the team was set up, but not enough to know whether that answer was correct for her organization or not. For example, a glaring difference in the two companies is that her company does a TON of college recruiting and the company she received advice from-basically does none. This is a huge factor in determining how many recruiters you need and who should be responsible for what. Your resources look a lot different when they are on the road for 6 weeks at a time, twice a year.

 

Simple illustration to serve as a reminder to you that when you seek out best practices, gather the right information. Do not just copy what someone else is doing, make it fit your organization. The decisions you make as an HR manager should align with your organization’s mission and vision and it should serve your community of employees. You cannot copy and paste another organizations processes and expect the same results!

Collaborate. Don’t copy.

You look like you can do this job.

I recently attended #SHRMVLS in DC with a slew of my favorite SHRM Volunteers from all over the country. This is my second time attending and the connections I make at this event are so valuable. These are other HR volunteers from across the country who are in the same shoes I’m in, or were just in them, or are about to be in them. We get to hear from awesome speakers and find out about valuable resources to help us in our home chapters as we work hard to provide our hometown HR community with everything we can.

We have two opportunities to attend break out sessions with other chapters the same size as ours. In the meeting I attended we broke off into groups to discuss challenges we were facing in our chapters and shared ideas and experience to take back and try for ourselves. I love this meeting because these are my people, if for no other reason than because they have the same size chapter that we do in North Alabama and can relate to our struggles and triumphs.

The most disturbing thing happened while in that breakout session. One of the groups shared that they wanted to have a better social media presence and their idea was to put a college student on the board because they would be good at it.

STOP.

IT.

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Do not do that anymore. Do you know what you just said? You said “you look like you could do this job.” You are in HR and you said “you look like you can do this job.” Nooooooo. This is wrong on so many levels, yet it happens all the time. Think of how angry we get as the HR professional of our organizations when a hiring manager does this-makes an assumption that someone “looks the part.”

Or you think it doesn’t happen in your organization because you have a diversity committee, inclusion policies, sensitivity training, extensive interview training, etc. Maybe it doesn’t happen in your organization, maybe no one on your team has ever looked at a candidate and thought “he looks like he’d be great at math,”or “she has the look for sales” or “I bet that student can do our social media.” Maybe it was something you thought was harmless like “women are good at assembly line work-because they have small hands.”

An ethnicity doesn’t determine your math ability. The way you look doesn’t tell me how well you can do sales. Being a student doesn’t tell me that you can leverage social media skills to build an effective marketing campaign for an organization through the correct channels. People with good dexterity are probably the best at performing assembly line tasks regardless the size of their hands.

This is a soft example of what is happening in organizations that we need to fix, but I want to really challenge you to dig deep and make sure you have left no stone unturned in giving your hiring managers every resource possible to make them good at identifying talent and not a look, not a skin color, not a religion, not an age. Allowing this behavior is contributing to a much bigger problem.

What have you done to fix this or when have you experienced someone else making a decision on what you could or could not do based on the way you look?

 

No Gender Pay Gap?

Recruiter A gets hired in 2006. Recruiter A has seven years of experience and a bachelors in history. Recruiter A is offered a salary of $53,000

Recruiter B is offered $50,000 in 2016 with ten years of experience and a bachelors in human resource management and two hr certifications.

Recruiter A is a male, Recruiter B is a female. There is a ten-year gap in the offers and the amount has decreased. There are more variables that impact the salaries offered to Recruiter A and Recruiter B, but the glaring difference is gender. Recruiter B brought more HR knowledge and expertise to the existing group than Recruiter A had, allowing Recruiter B to fill other voids when necessary. Both recruiters had their start in “temp staffing” before joining the same company. The same department manager was in place and made the offers to Recruiter A and Recruiter B. At the time of hire neither recruiter is asked to show past results. That department manager making the offers is a female if anyone is curious.

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If you haven’t experienced gender pay gap than great, but just because you haven’t seen it does not mean it doesn’t exist. A quick google will give you a variety of resources to investigate the gender pay gap for yourself. There are a variety of reasons for why a gender pay gap exists. A glaring reason is lack of a compensation strategy (though some companies strategy is to hire women because they will work harder for less money, but that’s not the kind of strategy I want to encourage). I’ve seen plenty of hiring managers make an offer to a candidate based on what they made at their last position combined with what they are asking for. While I can argue that this makes sense there are impacts that must be considered when making this decision. Someone needs to ask questions like, but not limited to, the following:

“What is the goal of our compensation strategy and is this in line with it?”

“Will this salary negatively impact the employee at pay increase time?”

“Will this salary negatively impact the employee at pay increase time?”

“Will this change the compensation plot for the group I manage?”

“Will this restrict future opportunities for them?”

“Would I pay someone of the opposite sex the same amount of money?”

I have some reservations over complete pay transparency, but I want to ask you as a manager if Recruiter B finds out all of this information, can you explain the answer? Is there a chunk of experience that is missing? References that aren’t as glowing as Recruiter A? Financial challenges that the company didn’t have 10 years ago? Whatever it is, are you ready to have a conversation about it (and possibly help Recruiter B grow)?