Human Resource Consulting – Four Items to Consider

June 09, 2020

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In this podcast, Matt Kerzner and Tim Schuster discuss the newly formed EisnerAmper Center for Individual and Organizational Performance. We cover the four areas of focus when consulting on human resource matters: talent management, performance management, career development and policies and procedures.


Transcript

Tim Schuster: Welcome to our podcast for Generations in Family Business Past, Present, and Future. Our host for this podcast are myself, Tim Schuster, and I'm a senior manager in the Center for Individual and Organizational Performance or CIOP. Along with me, as always, is my good friend.
Matt Kerzner: Hey Tim, this is Matt Kerzner. I'm the director in CIOP. How are you today?

TS: I'm doing well, man. How are you doing?
MK: I'm doing great. I'm surviving.
TS: That's all you can ask for, especially in these changing times. I want to talk briefly about our new group that we started here, CIOP, right? There are six areas that this group covers. Today I want to discuss with you, Matt, one of the areas that you're running up, actually, which is our strategic HR consulting. Would you mind telling our listeners a little bit about it?
MK: Absolutely, Tim. So, a big piece of what we do to help organizations is when they're looking for that cultural fit for that C-suite position, we help bring in a methodology that really gets into who is the right fit? How to conduct the interview search? How do you use behavior based interviewing skillsets? Then, how do you retain that talent once you bring that in? So, we have a really robust process that really can help an organization find the best talent they possibly can.
TS:That's fantastic. Now, let's talk about this. Let's talk about the performance management aspect of this.
MK:Sure. So, when we work with organizations, some organizations have a formal feedback process, some actually don't have anything at all, or what they call an informal process where they'll just give feedback to employees. Employees really want to get feedback, not just a couple of times a year, or that formal process. So, we actually set some educational experiences for organizations, and then can really customize their performance management system that could really help leadership and management set an expectation, learn how to monitor actions, get out of the office, and get on the floor, and see what people are doing. Then, be able to give feedback for improvement or give feedback for recognition and rewarding people for going above and beyond their job. So, really customizing a performance management tool for an organization that's really a fit for them, so that's another thing that we can offer here.
TS:Yeah, absolutely. That's important to make sure you retain talent, right? So, going into the next subject, right. Career development, let's talk about that.
MK:Yeah. In today's environment, it's really important for people to have several skill sets to offer the organization, as well as employees want to grow and develop. So, we help and we have helped organizations put together the plan for the entire organization at all different levels; Leadership, middle management, supervisors, and line staff, and really put together what I like to call that career path, that path of progression for individuals. What is the timeframe for an employee to really grow? I don't like using the latter approach where it's just straight up. I like to call it driving the back roads. So, if you can see my hand moving, it's like going in the zigzag motion. So, people can get different experiences, so that could be a well-rounded person to grow within the organization. We really can help put that path of progression together, put some goals for individuals to work with their supervisors, to really grow and develop.
TS: Matt, that makes a lot of sense. I look at this too, from a career perspective, that latter approach I think is really very dated at this point. I'm really glad you had pointed that out. It's not a straightforward path. It really is a windy road. With that in mind, right, so let's talk about the policies and procedures. So, what can we do there?
MK:Yeah. With policies and procedures, one of the things that we could offer first of all, is to go into an organization and kind of analyze what you currently have. Right? I like to think about employee handbooks. I think of policies and procedures on what's expected of employees, right? Setting that expectation is very important. So, ,we can do a quick assessment of what people currently have and then put a plan together for future state. When it comes to policies and procedures, I like to start with the basics, or charts, job descriptions. Is there a job analysis? Do people truly understand the rules and responsibilities and how do they work in the environment? What are the work rules that they have to abide by? So, it's really important for us to introduce some HR best practices to help design and implement policies and procedures that are really customizable for their organization.
TS:That's absolutely fantastic. We love doing this right, Matt. We like to link this back to the strategic growth packets. It's a fan favorite. So, let's do that. Let's link this all back to the strategic roadmap.
MK:Sure. A couple of things that we didn't mention that I think is really important is when you're dealing with human resources, you have to also deal with both internal resources, right, internal environmental influences. That could be where your organization is located geographically, right? Your actual work bench. What I mean by that is the people that work for you, right, all different levels. How much skills do they actually bring to the organization? These are all internal influences that could impact human resources. The external environment is the government could be dealing with third party like unions. So, one of the things that we also offer is industrial relations coaching, and guidance. It could help with the third party involvement that goes on within the organizations.

So, how does this get tied back to your question of the strategic roadmap is one of the first things that I do when I work with an organization is I really want to understand their mission, vision, and values of what's expected for the communication to the workforce. Then, I look at how are they growing the business? How do they want their human resources to be growing that business? So, again, do you have the right talent? Are you doing the right things when it comes to performance management to make sure they're doing the right things so can add value to the organization? Then, the big piece is career development and that falls under the people side of the strategic roadmap. More importantly, is the way you're doing things now might not be doing things that are better, faster and more efficient. That's where operational efficiency comes in.

So, if you don't have some systems in place, I call them human resource systems in place, you might be doing things archaic or not in a way that's going to be efficient. Do you have the right software systems? I'll use the human resource information systems that could on a press of a button can run some reports for you in regards to talent, performance management, career development, or even your policies and procedures? Where do you house them? It's absolutely linked to a strategic roadmap because if you look at your HR department, you might not even have one, but how are you doing these functions and how can you do them better in the future? The strategic roadmap is really spending some time looking at what you've done in the past, what you're currently doing today, and what you need to change in the future. That's really organizational design, which is really the foundation of this HR consulting.
TS:That's great, Matt. This is really a good time to assess this, right? Would you agree with me on that, Matt?
MK:Absolutely, Tim.
TS:Yeah. One of those things right now, especially with a changing environment that we're all living in, this is a great time to actually really sit down and take advantage of this. Thank you all for listening to this podcast today of Generations in Family Business Past, Present and Future as part of the EisnerAmper podcast series. If you have any questions or there's a topic you'd like us to cover, email us at contactateisneramper.com. Visit eisneramper.com for more information on this and a host of other topics. We look forward to have you listen in on our next EisnerAmper podcast.

About Matthew Kerzner

Matthew Kerzner is a Director in the Center for Individual and Organizational Performance and the Center for Family Business Excellence. Matt has more than 25 years of experience in organizational development with a specialization in assisting family businesses and closely held businesses.

About Tim Schuster

Mr. Schuster is a Senior Manager providing tax compliance services to individual filers, as well as assistance on tax returns for companies in the manufacturing and real estate industries.

Have Questions or Comments?

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