Panelist Leaders Represented Over 1200 Employees in our Region on the Topic of “People Strategy”
The Quality Coach® (TQC) partnering with the ECC Center for Workforce Development recently sponsored a Leadership Panel at our spring HRLF (Human Resources Leadership Forum) event. TQC hosts a fall and a spring session providing topics of interest and networking for those in Human Resources, Operations, Organizational Effectiveness and other leaders working with people. Our recent session had a draw of over 65 individuals representing a wide sector of businesses and organizations. The panelists, made up of a variety of industry leader representatives, provided insights and sharings around their current challenges and opportunities.
To set the stage, the following information was shared with the audience:
The workforce shortage appears to be here to stay. The worker deficit is primarily driven by two major factors: baby boomer retirements and US birth rates continuing a steady decline for over two decades. Many employers complain of a skills gap for the employees they are able to recruit. And according to the SHRM State of the Workforce 2022-23 Survey (1793 HR executives, 276 HR Partners, 585 US employees) Covid 19 is no longer a crisis but concerns over inflation and a growing disengagement among employees were shared. An emerging theme over mental health concerns and a need to focus on organizational communication was also reported.
Recent Articles and Headlines were Shared:
Why Belonging Matters? SHRM HR Magazine
Why Soft Skills are More Important Than Ever Forbes
Americans are Embracing Flexible Work-and They Want More of It McKinsey
The Evolving Needs of Workers Have Changed STL Business Journal
The Main Focus of the Panel was around “How Do We Come Together” on People Strategy as it relates to our business outcomes and effectiveness?
And “How Do We Come Together” as leaders with different perspectives from the top seat and the HR exec seat?
Summary of Pairings
Missouri Baptist Sullivan Hospital (Lisa Lochner, President & Kathleen Reed, Director of Human Resources)
Since Covid the needs of workers have changed, and these two shared that their leadership team had to rethink workforce strategy and become “radically flexible”. Allowing more time off when needed became a mindset shift, particularly in the healthcare sector. These two shared that they work
together in a collaborative manner where it is important to challenge each other yet still have the highest respect for each other’s roles. In addition, they recognized that small acts of kindness can go a long way in employee engagement. The president of the organization (Lisa) wheels the candy cart around (even on the weekends) to various shifts and departments to show appreciation. They also shared their new 3/3/3 program they recently implemented for new employees in order to be very intentional about a structured "check-in" process aimed at increasing engagement and retention. MBSH received in 2022 the 5 start CMS quality award, as well as an award from their Patient Satisfaction Vendor for Outstanding Organizational Culture.
Paramount Apparel Int. LLC. (Todd Johnson, CEO and Kelly Long, Director of Human Resources)
Speaking to the importance of a sense of belonging these two shared how they have worked together to build a culture of family. They have also worked to boost their employee engagement scores through improved communication, appreciation, and having leaders dig deeper into what they can do to enhance culture.
They have worked with their leadership team to look in the mirror when challenges arise and employees push back. In fact, they have provided mugs to their leadership team that read “It’s Not Them it’s Us” as a reminder to not be dismissive but rather lean in on the leadership work at hand. They also have been spending more time and discussion around the "ideal hire" and what this may mean in the changing workforce.
Empac Group Inc. (Tim Poepsel, CEO and Rachael Shaffer, Director of Human Resources)
Tim and Rachael work together to collaborate with their staff in the continued work of engaging their 165 clients with disabilities.
Their staff supervises the workplace for adults who have physical, intellectual, or developmental disability, assisting them to improve job and social skills while building efficient, effective packaging and assembly lines. They point out that it is a unique and specific career path and takes a highly skilled and passionate team to empower their clients. These two talked about a mindset shift in their recruiting efforts. They are finding highly talented and passionate individuals who may be retired from their first or second career who have a lot to offer but who are also seeking to have flexibility in their schedule. They are realizing that the talent source is tremendous, and they are able to manage the workforce to provide the flexible schedules desired.
Union R-XI School District (Dr. Scott Hayes, Superintendent and Dr. Justin Tarte, Executive Director of HR)
Dr. Hayes and Dr. Tarte are always looking for the right fit and want the right people on the bus. They shared that they try to look for creative ways to make that happen. One example provided is that their teaching candidates teach a 25 minute lesson
to the district's students and that helps the district and the hiring managers learn more about the candidate and how they work with students. Communication is key to these two leaders. They meet together every week to make sure they are on the same page. Dr. Hayes shared that "in an effort to increase transparency and keep the community informed of the many wonderful happenings in our district, I do a video segment called, 'in the Loop with the Sup'". The videos are done several times throughout the school year and are designed to provide insights into the school district.
Wrapping up…
In addition to these sharings the panelists and audience were asked "Is it HR"s role to make sure employees are happy?" derived from a point and counterpoint in the recent HR Magazine. This question led to some rich discussion and debate around happiness versus engagement and who owns the bottom-line responsibility of each of these constructs within the organization. For more thoughts on this topic you can find the article in the SHRM HR Magazine Spring 2023 edition.
In closing, what a great day together with new and renewed connections, inspirations and thought around People Strategy. Immense gratitude for the panelists for their brave and vulnerable sharing and the work they do as leaders within their organizations.