Note: I wrote this post last week but ran into some issues that kept me from finishing it up and publishing. So I’m posting this now, several days late, and will post it’s accompanying audioblog podcast shortly – hopefully.
There were six tracks this year: Business and Strategy, Compensation and Benefits, Learning and Development, Compliance and Risk Management, Employee Relations, and Employment and Talent Management. Multiple tracks are always tough. There are always two or three that I want to attend scheduled at the same time. Below I’m going to briefly discuss the five I attended.
The conference started off at 6:30AM with a couple of Early Bird sessions. The Early Bird session I attended was Sal Sylvester’s “Ignite! The 4 Essential Rules for Emerging Leaders.” Sal is an excellent and interesting speaker and the hour went by very quickly. His presentation was about emerging leaders who have recently been promoted to supervisory positions. This is a common issue in many organizations. People do a fantastic job in their technical role and are promoted into a supervisory position but have no training or skills in dealing with and managing people. Sal’s presentation also gave us a look into his People First Leadership model and I’m looking forward to exploring the model more deeply in the near future.
I won his book of the same title during a drawing at the end of the session which is a cool thing for a geek like me who loves reading about leadership, management, and HR!
The second session I attended was Gerry Valentine’s “How to Create a Culture of Innovation.” Gerry is an excellent presenter who really makes you think differently about leadership and innovation. Gerry gave advice on how HR can partner with senior leadership to drive business results through innovation. He suggested ways for HR to become key contributors in our company’s mission, objectives, and strategic goals. He also reviewed what makes some companies great innovators and what keeps others from doing so.
Gerry discussed several strategies to create an innovative vision of the future. My favorite suggestion is that companies must establish diverse groups of people in order to have “creative abrasion” when it comes to decision making. I loved the term “creative abrasion” because too many companies are run and managed by people who think and act alike. This subjects them to “group think” rather than having somebody challenge them with different ways of approaching a situation.
The third session I attended was Amy Shoemaker’s “HR as a Strategic Partner.” Amy was high energy and very funny. I enjoyed her quirky sense of humor as she shared strategies to help HR act and think as a strategic business partner. Her background as a VP of HR in a large company gives her significant credibility. She suggested some techniques to build and leverage strategic alliances to gain support for HR initiatives and how to understand what CEO’s need from HR and how to deliver it to them.
The next session was the keynote. This year MH-SHRM had a panel discussion titled “A Mile High Culture at Work: How to Drive Business Performance Through Culture.” It was held before lunch as opposed to the end of the day as was done in years past. I was unable to attend this session because of a conference call I needed to be on. I’m disappointed I missed it since I heard a lot of folks enjoyed the keynote and were talking about it afterwards during lunch.
I attended the “Labor Law Landmines and How to Avoid Them” in the fourth session. Three lawyers from Fairfield and Woods gave this session, and one of them, Colin Walker serves on the MH-SHRM board with me. Each lawyer tackled a topic: Internal Investigations, Independent Contractors, and Medical Leave. I was a little concerned about this one since sessions on legal topics by lawyers can be pretty boring. But I actually found this session to be very good and enjoyed the three presentations and gained some value from each, particularly Internal Investigations and Medical Leave.
The final session I attended was Kristy Smith’s “Tools and Techniques for Managing Employee Relations Issues.” Kristy also had a great sense of humor and I enjoyed her presentation. She introduced us to the STAR/STAR-AR feedback method to assist in employee relations and foster employee engagement. Below is a very brief summary of what each letter in the acronym stands for.
ST = Situation or Task. What was the problem, opportunity, challenge, or task?
A = Action. What action was taken?
R = Results. What results did the action lead to?
AR = Action and Results again. Revisiting Results and Action after explaining the desired results.
Those were the five sessions I attended. I also spent a good bit of time in between sessions visiting the vendors in the exhibit hall learning about the products they were promoting. There were several that were very interesting that I plan on exploring in more depth.
So overall, an excellent HR conference. I gained a lot of practical knowledge that will help me in my day to day work and in my career.
I also want to recognize all the volunteers who worked many long hours to pull this together. They did a fantastic job and should be very proud of the work they did.