Attending #SHRM19 – Respect Your Organization’s Investment

I attended my first #SHRM conference this year and enjoyed pretty much all of it.  I thought it was extremely well organized, the general sessions were interesting and varied, and I gained a lot of value from the event.

Being that the SHRM 19 conference was held in June, I was planning on writing a blog post about it which would have been your basic this is what I liked and this is what I didn’t like – blah blah blah.

Fortunately, a few days after the conference ended, a SHRM19 discussion thread complaining about the conference app caught my eye and got me thinking about how this thread illustrates part of what is wrong in the HR profession and what may be holding the profession back from being taken seriously by our company leadership. It gave me the opportunity to write something different than the typical conference review.

In the discussion thread, an attendee posted a complaint about how disappointed they were because of the lack of a physical paper concurrent session guide and how using the app will unnecessarily deplete their phone battery throughout the day.

There was a lot of agreement in the thread that SHRM messed up by not having the printed guide, and complaining about battery usage, the app being clunky, and the lack of information available (which was all in the app had they looked).

The SHRM Annual Conference is a serious event where, I assume, our most serious and dedicated HR Professionals attend.  It’s not cheap.  I also assume that the majority of these HR Pros want to be taken seriously by their leadership and contribute to the strategic direction of their organization and even earn that elusive seat at the table. I’m comfortable with this assumption because I hear and read about it almost every day.

So when I hear or see conference attendees complaining about not having a printed guide provided for them and not wanting to adopt and use something like the SHRM19 App, I get frustrated that they don’t see the incongruity of their complaints to what they say they want professionally.

Yes, I know I’m painting with a wide brush and making a lot of assumptions but this is my blog and how I am lining things up to make my point!

Here is my contribution to the discussion thread I mentioned above:

The schedule and all the session descriptions were, and still are, on the home page of the SHRM19 website organized by track and with the ability to print everything. One just needed to take a half hour or so before the conference to read, prepare, and plan.  As an effective professional with the responsibility of the +$3,000 investment my company made for me to attend, I prepared ahead of time.

I also spent a few minutes to download and learn how to use the app which became invaluable to me throughout the conference. And I brought a battery charger with me to recharge my phone late in the day (several vendors were giving them away).

SHRM had it all there for you if you would have taken the time to strategically prepare ahead of time.

As HR Pros who want our profession to be taken seriously we need to be strategic, embrace change, adopt new technology, creatively solve problems, and respect our organization’s investment in our development by preparing.

The hard truth is that if we’re not doing these for the little things when we attend the SHRM19 conference, then we’re probably not doing them for the big things in our organization.

This wasn’t a popular thing to say and I got some pushback but I fully stand by my comments and am even doubling down by posting this on HHHR because I feel so strongly about it.

Maybe because this was my first SHRM conference, I made the effort ahead of time to prepare and couldn’t rely on “the way things have always been done.”  But having a strong business background, I think I would have prepared the same way because I also always consider the cost/investment of every event or activity and, as I said in my comment above, I make a point of respecting my organization’s investment in my development by putting forth the effort to properly prepare so I get the most out of it.

I was actually very impressed by the app.  By preparing and getting to know the app in the days before the conference I learned the following things:

  • I can build my daily schedule but “starring” the sessions I want to attend and the will show up on My Schedule in the app.
  • Most of the sessions had the presentation slide deck attached so I downloaded them to my iPad before each session and followed along during the presentations.
  • I could easily find where to go by using the Navigate button that took me to maps of the Convention Center, the Exposition, and the Westgate
  • I was able to search for Exhibitors and quickly find their booth number so I could visit them.
  • I liked being able to read about the Speakers and discover their speaking time to schedule.
  • I was also able to get alerts on my phone and iPad that helped remind me of events an activities.

The app made my first SHRM conference experience a great one!

When your organization is willing to make a financial investment in your development, you owe it to them, and yourself, to make the appropriate amount of time to fully prepare. By doing so you  maximize the benefits of that investment for both the organization and yourself.

Make Exceptional HR Customer Service Your Culture and Mission

At my company’s annual General Manager meeting a few weeks ago, our keynote speaker was Seattle and retailing icon, Pete Nordstrom, the CEO of Nordstrom Department Store.  Our company president invited him to spend some time talking to us about the importance of customer service and to share some stories about their successful history.

Being a former department store retailer myself and having attended many similar company meetings while I was with The Bon Marche’/Macy’s, I was in very familiar territory as he told story after story about Nordstrom and the retail business.

However, what I found most interesting during his conversation with us was how they went through the process of discovering why their famous customer service rankings were slipping each year even while their sales associates continued to do the same amazing customer service activities.

He explained that after a lot of trial and error along with a lot of research, they ultimately learned that the definition of customer service/expectation had changed.  Their customers no longer considered the way Nordstrom was providing great customer service was as exceptional as they used to.  This changed expectation was causing their service survey scores to slip lower and lower each year.

What the heck was going on?

Well, it was because of another Seattle retail icon, Amazon.

The employee empowerment, personal attention, and humbleness Nordstrom associates were famous for providing their customers was no longer enough.  In addition, they learned that the  added extra steps in the way their associates approach customers and how they close sales by pushing Nordstrom credit cards, donating to a charity, etc., were not helping with their customers perception and expectation of exceptional customer service.  All these things added to the amount of time and frustration to a customer during what should be a simple sales transaction.

The new expectation set by Amazon has become one of speedy and efficient service.  Customers now expect to be able to quickly find an item, any item, online while sitting in their living room, click a button and expect it to be delivered within one or two days. And even get regular notifications as to where the item is at any given time as it’s being shipped.

As a result of their findings, Nordstrom made a number of fundamental changes to the way their sales associates provide customer service and as a result, their scores are improving.

Welcome to the new expected level of exceptional customer service.

 

How does this apply to HR?

HR needs to keep abreast of current expectations.  What defined good CS just a few years ago has changed.

Similarly to people’s expectation to speedy and efficient service when they are shopping, these same people, as employees, have an equally high level of expectation for quick & efficient, accurate, and cheerful service from HR.

Quick and Efficient – This means we must respond to our emails from the employees we serve within 24 hours, return their phone calls the same day (yes the same day), and respond to their texts within a couple hours. Probably a tall order for most of us but it must be a priority.

Accurate – We must also ensure that our advice and recommendations are appropriate to the situation and the needs of the business.  We must build a high level of confidence with our employees and leadership that we are competent professionals.

Cheerful – Yes seriously (haha).  Being cheerful means being pleasant, friendly, and positive.  I know that can be difficult with all the “stuff” that we deal with all day long but, again, to be taken seriously as an effective professional, our approachability and demeanor are critically important.   We want our employees and leadership to feel comfortable approaching us for strategic advice, employee relations concerns, etc.

As an HR Professional and your HR Department, if you want to be taken seriously within your organization and become a valuable business partner, you’ll need to make the extra effort to provide this new expectation of quick & efficient, accurate, and cheerful service.

If you’re thinking there’s no way I/we can do this, then you won’t and you’ll forever be stuck in the annex along with Toby of The Office whining about not having that elusive “seat at the table”.

If, on the other hand, you are thinking yeah we can and need to do this, and you’re willing to put in the hard work that it will take to make it part of the daily workflow and routine, you’ll earn the respect of your employees and leadership and have a much better chance of earning that seat.

I believe that, because HR serves the organization’s employees and leadership, it is imperative that the members of the HR Team provide exceptional customer service to those employees and leaders.

Regrettably, I don’t think this is common in most HR Departments.

Those of us who are working on developing HR 2.0, however, are making sure that exceptional customer service is the mission and culture of our HR Department.

Restarting the Blog and Podcast

Just a quick note that I’m starting up the HHHR Blog and Audioblog once again!

I had to pause when I took an amazing job as the HR Director for a Senior Living and Real Estate Development company and relocated to Seattle last year.  I devoted all of my time and efforts into my family and job during this time and now feel comfortable getting back into blogging and podcasting.

In the past couple months, I wrote several blog drafts as interesting topics occurred to me and am in the process of finishing several of them.

My goal will be to publish once a month around the 15th.

The first post and podcast will be about Customer Service and how it relates to HR!

I’m really looking forward to getting back into it. Thank you all for your patience and understanding during my career and relocation transition!

 

My Good News and a Pause for HHHR

AdobeStock_75926072It’s been a month since my last post and I indicated on my podcast that week that I had some exciting news to share. I meant to post and podcast about this news much earlier but was simply unable to find the time because of the news.

Things have been a whirlwind since that week!  I accepted a job with Merrill Gardens and their sister company Pillar Properties in Seattle as their HR Director where I will be in charge of the HR function for both companies.  It’s something I’m very excited about as the HR department services both company’s 2000+ employees in seven states.

Since that week in February, I had a lot of work wrapping things up with several of my clients in Denver that I would no longer be able to continue working with due to my leaving the Denver area. In addition, I had to pack a few things and get up to Seattle to find a place for my wife and I to live until we find a place to buy.  I also got stuck in Casper, WY for a few days due to the winter storm that passed through the western states mid month. Not a big deal because I grew up there and we stayed with my in-laws but it delayed my house-hunting plans by a few days!

I eventually made it to Seattle and was able to find a place and as a bonus, am temporarily staying with my daughter and her family and am spending some wonderful quality time with my granddaughter!

So, I’ve had a lot going on the past month and it will be a while before I start posting and podcasting again because I need to devote my full attention on my new job and getting acclimated to the company and all I need to learn and accomplish.

There won’t be a podcast this week since my podcasting equipment is packed up and in storage.

Once I get to a certain place at my new job, I expect to start posting and podcasting again on a monthly schedule.  I love blogging and podcasting but I need to focus 100% on my new job and company!

 

The HR Expert-Generalist

AdobeStock_91768118In one of my regular recent blog reads, The HR Capitalist Kris Dunn, recently wrote about how Warren Buffet’s most trusted business partner, Charlie Munger, attributes his success managing Berkshire Hatheway’s stock market portfolio by “knowing a little about everything.”  Basically, being a generalist.

Here is the article about Munger from The Hustle.

Dunn, being an HR Blogger, of course related Munger’s successful philosophy to the HR Generalist function compared to the HR Specialist.

Dunn’s definition of an HR Generalist is the following:

HR Generalist – a HR pro at any level who is in charge of a client group of employees -meaning they provide HR services to a location, a business unit, a functional area or geographical area.  As part of this role, they provide counsel, service and insight across the HR Body of Knowledge – comp, benefits, recruiting, employee relations, legal, etc.

An HR Generalist can exist at the individual contributor level or manage people, as well as exist at the HR Rep, HR Manager, Director, VP and CHRO level.

As Dunn noted in his post, many attribute HR Generalists as more of an entry level HR position. It’s not. As he defines it, it exists at the individual contributor, Manager, Director, VP, and CHRO levels.

Back to Munger, his work-ethic theory is known as expert-generalism which is the opposite of the Gladwell’s famous 10,000 hour rule.  What Munger does is to focus “on studying widely and deeply in many fields, including microeconomics, psychology, law, mathematics, biology, and engineering, and applied insights from them to investing.” rather than just focusing all of his time on investment theory.

The originator of the term expert-generalist, Orit Gandish, chairman of Bain & Co defines the term the following way:

Someone who has the ability and curiosity to master and collect expertise in many different disciplines, industries, skills, capabilities, countries, and topics., etc. He or she can then, without necessarily even realizing it, but often by design:

  1. Draw on that palette of diverse knowledge to recognize patterns and connect the dots across multiple areas.
  2. Drill deep to focus and perfect the thinking.

In addition,

Research shows EG’s have:

Hmm, sounds like the world could use a few more EG’s.

I enjoyed both Dunn’s and The Hustle’s articles because I’ve had the most success in my career as a Generalist. First as an award-winning General Manager for Macy’s (The Bon Marche’) and as an HR Director and HR Consultant.

As a matter of fact, at Macy’s (The Bon Marche’), I regularly told my Department Managers that I expect them to be the experts/specialists in their area of responsibility because I joked told them that there was no way that I could know as much as they did – I was the General Manager.

I literally said the same thing as Munger,  “I have to know a little bit about everything” in the store. This meant knowing a little (but enough) about each department’s assortment, staffing, employee capabilities, and merchandising; customer service performance; current and upcoming sales events; sales and profit performance; local and national economy; store operations; capital improvements; customer, community, regional & corporate relationships; etc.

The philosophy worked (*self promotion alert!*) because my store earned the Store of the Year award twice during my 13 year stint as a General Manager.

Dang! I just remembered how hard (but rewarding) it was to be a General Manager!

I’ve also always proudly worn the moniker “HR Generalist” when I transitioned from running a Department Store to doing HR. But I often felt a little uncertainty reading articles and blogs touting how the future of HR is specialization.

After researching and writing this post, I now officially call myself an HR Expert-Generalist. I like it.

Dunn closed his post with the following wise and comforting words:

If you’re an HR generalist at any level, be proud.  You’re a trusted adviser that understands that the world is gray, and you also know how important you are in helping those in your client group navigate all the complexity and chaos that comes with managing a workforce.

Simply put, HR Generalists are the most important cog in the HR world.  Be proud, because you are irreplaceable.  

As always, it’s nice having a little confirmation bias every once and a while!

Oh, and just I added “HR Expert-Generalist” to my LinkedIn profile headline.

My Interview with Engel Jones at 12 Minute Convos

12min-convo-ArtBack in December, I was invited to be interviewed by Engel Jones of 12 Minute Convos podcast fame.  I enthusiastically agreed and sat for an interview with him.  I was impressed with his professionalism, his enthusiastic attitude, and his dedication to podcasting.

He told me after the interview that it would be published sometime mid January and here is the link to it on his website.  I hope you enjoy it.

One of the things I learned from the interview with him are the “under the hood” steps needed to take to conduct interviews – something I’ve been thinking about doing here at HHHR and hope to do in the near future.

Step Two of Developing an HR Strategic Plan: Conduct an Internal and External Environmental Scan

AdobeStock_92951733This week, I’m introducing the second step of developing an HR Strategic Plan. This is the step where both internal and external environmental scans must be conducted in order to identify and interpret the data that pertains to opportunities and threats in the organization’s business environment.

Being able to identify and understand these threats is essential in developing an effective strategic plan. The two types of scans are defined below:

The first is the internal scan which identifies internal organizational trends as well as the physical, financial, and human assets and determines whether these trends and assets are strengths or weaknesses. In this factor, you can even include building or improving the aspect of customer service and accusation teams within the company. Making sure that they understand about the changing trends is quite essential according to Salesforce as this one factor can be deciding factor which answers the question of, Will the customer be back for more business?

Examples of what to examine in an internal scan include employee interaction with each other, employee interaction with management, manager interaction with each other, management interaction with shareholders/owners, access to resources, brand awareness, organizational structure, individual and core competencies, innovation capabilities, operational potential, etc.

The second is the external scan which identifies and analyzes the external environment in order to anticipate and identify trends, opportunities and threats to the organization.

I recommend three environments that should be scanned and analyzed.

  1. The organization’s industry environment. Examine the competitive structure of the organization’s industry. Take a good look at the competitive position of the organization as it relates to its top competitors. The industry’s history, life cycle stage, and dynamics must be carefully assessed including how globalization is affecting the competitive environment.
  2. The national environment. Examine the whether the organization’s national/local framework is capable of being competitive in the national and global environment.
  3. The broader socio-economic environment. Explore the macro-economic, social, government, legal, technological and global factors that may influence the organization’s competitive environment.

Understanding what we are scanning and gathering data on, next we’ll take a look on how go about collecting that data.

Internal Sources:

  • Annual Reports
  • Business Unit strategic plans
  • Marketing materials
  • Employee surveys
  • Staffing Plans
  • HR and training staff
  • Employee exit interviews
  • Conversations with leadership team
  • Org charts

External Sources:

As I alluded to earlier, the main purpose of the scans is to identify and evaluate the organization’s strengths and weaknesses.

The first element to assessing the organization’s strengths and weaknesses are the competencies that are necessary for the organization to be successful in executing its strategy. The people of the organization are the critical link between the business strategy and the results.

There are specific competencies and behaviors that are needed to successfully implement a strategy within its environment. For example, significantly different competencies are needed for a cost strategy vs a service strategy.

The next element to consider when evaluating the strengths and weaknesses is to analyze the organization’s various management practices. Determine whether the management practices are logically related to each other and capable of producing the critical competencies needed to effectively implement the strategy.

A thorough HR Department assessment must also be conducted. Take a cold hard look at the organizational structure of the HR department and the skill levels of the staff. In addition, analyze and evaluate whether the right processes and systems are in place.

The HR Department needs to know how it will make a contribution to the organization’s business, have the right org structure, have the right systems and processes in place, understand the department’s strengths and weaknesses, how the department is perceived by leadership and employees, and have a plan in place to capitalize on staff strengths and address staff weaknesses.

Strategic HR is all about the relationship between HR leadership and the organization’s business unit leadership. It’s about delivering real business value to all functions of the organization. HR has to be thoroughly involved with all aspects of the business in order to fully understand and appreciate the opportunities and problems the organization and business units deal with every day.

To be taken seriously by the organization’s leadership, strategic HR professionals need to be great business professionals. They should have actual business leadership experience outside of HR, in my opinion. In addition, they should put themselves in positions where they regularly work with key influencers, identify opportunities and provide solutions to business problems, facilitate key meetings, be members of leadership teams, etc.

No Post or Podcast This Week

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My granddaughter expressing her displeasure that I didn’t get a post or podcast out this week.

Hey Crew – sorry about not having a blog post or podcast this week.

I’ve had a heck of a busy week with a lot going on in addition to fighting the bad cold that’s been going around.

I have a couple draft posts I’ve been working on and I just didn’t have the time to get to them last week but am working on them now for next Sunday!

 

Life Lesson Inspiration from Admiral William H. McRaven

Change the World by Making Your Bed

I’ve been meaning to do this post ever since I watched this video several months ago.

It’s an extremely inspirational video of a commencement speech given by Admiral William H. McRaven back in 2014 to the graduates at the University of Texas at Austin.

The powerful address covers 10 important life and business lessons.

Here is a summary of the 10 life lessons

If you want to change the world, start off by making your bed.
“If you make your bed every morning you will have accomplished the first task of the day. It will give you a small sense of pride, and it will encourage you to do another task and another and another. By the end of the day, that one task completed will have turned into many tasks completed. Making your bed will also reinforce the fact that little things in life matter. If you can’t do the little things right, you will never do the big things right.”

“And, if by chance you have a miserable day, you will come home to a bed that is made — that you made — and a made bed gives you encouragement that tomorrow will be better.”

If you want to change the world, find someone to help you paddle.
“For the boat to make it to its destination, everyone must paddle. You can’t change the world alone — you will need some help — and to truly get from your starting point to your destination takes friends, colleagues, the good will of strangers and a strong coxswain to guide them.”

If you want to change the world, measure a person by the size of their heart, not the size of their flippers.
“SEAL training was a great equalizer. Nothing mattered but your will to succeed. Not your color, not your ethnic background, not your education and not your social status.”

If you want to change the world get over being a sugar cookie and keep moving forward.
“For failing the uniform inspection, the student had to run, fully clothed into the surfzone and then, wet from head to toe, roll around on the beach until every part of your body was covered with sand. The effect was known as a ‘sugar cookie.’ You stayed in that uniform the rest of the day — cold, wet and sandy.”

“There were many a student who just couldn’t accept the fact that all their effort was in vain. That no matter how hard they tried to get the uniform right, it was unappreciated. Those students didn’t make it through training. Those students didn’t understand the purpose of the drill. You were never going to succeed. You were never going to have a perfect uniform.”

“Sometimes no matter how well you prepare or how well you perform you still end up as a sugar cookie.”

If you want to change the world, don’t be afraid of the circuses.
“A circus was two hours of additional calisthenics designed to wear you down, to break your spirit, to force you to quit.”

“A circus meant that for that day you didn’t measure up. A circus meant more fatigue — and more fatigue meant that the following day would be more difficult — and more circuses were likely. But at some time during SEAL training, everyone — everyone — made the circus list.”

“But an interesting thing happened to those who were constantly on the list. Over time those students — who did two hours of extra calisthenics — got stronger and stronger. The pain of the circuses built inner strength, built physical resiliency.”

“Life is filled with circuses. You will fail. You will likely fail often. It will be painful. It will be discouraging. At times it will test you to your very core.”

If you want to change the world sometimes you have to slide down the obstacle head first.
“At least twice a week, the trainees were required to run the obstacle course.”

“The record for the obstacle course had stood for years when my class began training in 1977. The record seemed unbeatable, until one day, a student decided to go down the slide for life head first. Instead of swinging his body underneath the rope and inching his way down, he bravely mounted the TOP of the rope and thrust himself forward.”

“It was a dangerous move — seemingly foolish, and fraught with risk. Failure could mean injury and being dropped from the training. Without hesitation the student slid down the rope perilously fast. Instead of several minutes, it only took him half that time and by the end of the course he had broken the record.”

If you want to change the world, don’t back down from the sharks.
“To pass SEAL training there are a series of long swims that must be completed. One is the night swim.”

“Before the swim the instructors joyfully brief the trainees on all the species of sharks that inhabit the waters off San Clemente. They assure you, however, that no student has ever been eaten by a shark — at least not recently. But, you are also taught that if a shark begins to circle your position — stand your ground. Do not swim away. Do not act afraid. And if the shark, hungry for a midnight snack, darts towards you — then summon up all your strength and punch him in the snout, and he will turn and swim away.”

“There are a lot of sharks in the world. If you hope to complete the swim you will have to deal with them.”

If you want to change the world, you must be your very best in the darkest moment.
“To be successful in your mission, you have to swim under the ship and find the keel — the centerline and the deepest part of the ship. This is your objective. But the keel is also the darkest part of the ship — where you cannot see your hand in front of your face, where the noise from the ship’s machinery is deafening and where it is easy to get disoriented and fail.”

“Every SEAL knows that under the keel, at the darkest moment of the mission, is the time when you must be calm, composed — when all your tactical skills, your physical power and all your inner strength must be brought to bear.”

“At the darkest moment of the mission is the time when you must be calm, composed—when all your tactical skills, your physical power and all your inner strength must be brought to bear.”

If you want to change the world, start singing when you’re up to your neck in mud.
“The mud consumed each man till there was nothing visible but our heads.”

“It was still over eight hours till the sun came up — eight more hours of bone-chilling cold.”

The chattering teeth and shivering moans of the trainees were so loud it was hard to hear anything. And then, one voice began to echo through the night, one voice raised in song. The song was terribly out of tune, but sung with great enthusiasm. One voice became two and two became three and before long everyone in the class was singing. We knew that if one man could rise above the misery then others could as well.”

“If I have learned anything in my time traveling the world, it is the power of hope. The power of one person—Washington, Lincoln, King, Mandela and even a young girl from Pakistan, Malala—one person can change the world by giving people hope.”

If you want to change the world don’t ever, ever ring the bell.
“In SEAL training there is a bell. A brass bell that hangs in the center of the compound for all the students to see. All you have to do to quit—is ring the bell. Ring the bell and you no longer have to wake up at 5 o’clock. Ring the bell and you no longer have to do the freezing cold swims. Ring the bell and you no longer have to do the runs, the obstacle course, the PT—and you no longer have to endure the hardships of training. Just ring the bell. If you want to change the world don’t ever, ever ring the bell.”

Wow. I love those! They really make sense and hit home.

He closed the address with the following powerful words:

“Start each day with a task completed. Find someone to help you through life.

Respect everyone. Know that life is not fair and that you will fail often. But if you take some risks, step up when the times are toughest, face down the bullies, lift up the downtrodden and never, ever give up — if you do these things, then the next generation and the generations that follow will live in a world far better than the one we have today.”

Step One of Developing an HR Strategic Plan: Determine and communicate a Vision, Mission, and Values Statement

Last week I introduced the summary of the six steps needed in developing an HR Strategic Plan. This week I will start drilling down into each step in more detail.

This week is step one, determine and communicate an HR Department Vision, Mission, and Values Statement. These three things will help the HR function positively identify and distinguish itself to the organization’s leadership and employees. Always a good thing!

Since private sector organizations don’t publicize their HR Department’s vision, mission, and value statements (because they don’t exist or are just shared internally?) and the Higher Education sector does, I am sharing some of my favorite examples.  Some of the universities have all three and some just have vision and mission statements. I also found and am sharing an excellent list of value statements from the County of San Mateo.

First, the Vision Statement.

The Vision Statement is an aspirational description of what the HR organization wants to achieve in the future. It serves as a guide for choosing current and future courses of action.

Here are some sample HR Vision Statements:

Marquette University HR

The Human Resources Department will be a catalyst; we aspire to be the model for excellence and leadership in human resources, emphasizing strategic and progressive human resource practices, high quality service, efficiency, employee growth and enrichment, and community. We will seek to implement human resource best practices and innovative human resource solutions. We will maintain a dedicated focus on customer service and continuous improvement, and we will remain committed to fostering an environment that sustains Marquette’s tradition of transformational education.

Loyola University HR

Our vision is to be recognized as a preferred employer and provider of innovative and results-oriented human resources services, policies, and systems.

UC Davis HR

We are a model HR organization that inspires all people to reach their full potential where their contributions and discoveries advance our world-class university.

Buffalo State HR

We aspire to build partnerships with management at all levels of the organization to create a campus culture that values all employees. This culture encourages and rewards exceptional performance and continuous improvement, fosters teamwork, and supports balanced attention to work and personal life issues. We provide services of the highest quality in a cost-effective manner while creating a healthy professional environment that fosters respect for both diverse perspectives and a service orientation.

Second is the Mission Statement.

The Mission Statement is a written declaration of the HR organization’s core purpose and focus. It typically remains unchanged over time.

Here are some sample HR Mission Statements:

Marquette University HR

The Human Resources Department creates, encourages, and maintains an environment that supports, develops and sustains the well being of Marquette University’s employees, students, and broader community. We do this by being a knowledgeable, approachable, professional resource in providing quality services in the areas of employee relations, benefits, recruitment and retention, organizational development, compensation, and human resource information management. We develop and communicate sound policies and procedures that balance the needs of employees and the needs of the university while ensuring compliance with federal and state law. We provide strategic leadership, modeling excellence, honesty, integrity, and teamwork. We deliver our services in support of the university’s mission of excellence, faith, leadership, and service.

Loyola University HR

Our mission supports Loyola University Maryland by ensuring human resources services, policies, and systems align with the University’s values, strategy, and mission. These services include:

  • Recruitment and hiring diverse and talented employees
  • Salary and Benefits Administration
  • Employer and Employee Relations
  • Professional Development
  • Organizational Development
  • Human Resources Information Systems Management
  • Compliance with employment related legislation

The human resources mission is best achieved by continuously researching, learning, developing, and delivering innovative results oriented service, policies, and systems for and with faculty, administrators, staff, applicants, and external stakeholders.

UC Davis HR

We promote excellence in people by delivering innovative HR programs and strategies to support One UC Davis.

Buffalo State HR

We support and influence the strategic direction of Buffalo State by providing managers and employees with innovative solutions to organizational and human resource issues. The department exists to provide services which help the college to attract, retain, and reward competent and dedicated faculty and staff who share a commitment to the values of excellence and innovation in teaching, research, and service to students and the community.  We are committed to promoting a quality work environment for our staff that positively influences the education of our students.

*It’s important to note that many people confuse the two.  The Mission is what needs to be accomplished while the Vision is what needs to be pursued in order to accomplish the Mission.  

Third is the Value Statement.

The Values Statement are the basic beliefs and guiding principles for the HR organization that, similar to the Mission Statement, remain unchanged over time.

Here are some examples of Value Statements:

Loyola University HR

Our values are guided by our Jesuit traditions and history of excellence, integrity, honesty, diversity, community, justice, service, leadership, discernment, and learning

UC Davis HR

Excellence as the standard for measuring the quality, timeliness, and consistency of our service.

Integrity at the core of all we do to provide service that is trustworthy, reliable, and fair.

Compassion in our service to faculty, staff, and students who have committed to building a better world.

Diversity to advance an inclusive and respectful culture.

County of San Mateo HR

  • Promote Honesty, Integrity, and Trust: We honor our commitments and conduct business in a manner that promotes fairness, respect, honesty, and trust.
  • Celebrate Teamwork: We encourage the diversity of thoughts, experiences, and backgrounds and celebrate participation and partnership in all of our endeavors.
  • Encourage Communication: We solicit the input of others and strive for transparency and inclusiveness.
  • Focus on Our Customers: We have a passion for service and are committed to knowing our customers’ business, anticipating their needs, and exceeding expectations.
  • Embrace Change and Innovation: We are open to possibility and foster creativity and risk-taking to support continuous improvement.
  • Champion Employee Development: We are committed to maximizing the potential of every individual and to support and promote the County as a learning organization.
  • Model Leadership: We lead by example and advocate equitable treatment in our behaviors, policies, and practices.
  • Produce Quality Results: We believe those we serve deserve excellent service, a safe, productive, and healthy work environment, and quality results.

As soon as the vision, mission and values statements are defined and established, HR must communicate and share them throughout the organization.  

If done effectively, the HR Department will gain a great deal of credibility, respect, and can ensure their place in the organization’s strategic planning and implementation process by consistently following and living up to their established vision, mission and values.