Intro to the Top Ten Tips...

In response to the majority of our readership's e-mails for a summary of the 'new & old world' of HR business, Tim has summarized, in tabular format, the essentials that reflect that transition to its current state. Much of the content has been gleaned from a variety of sources and personal experiences. We hope they help to focus our readers on the changing world of business and how HR needs to address these changes in a client-supportive way.

In June, Tim will reflect on how an HR department can migrate in a purposeful way from 'A' to 'B' and some of the pitfalls to anticipate and manage. Send Tim your e-mails and feedback and/or additional input.

Symptoms of the Past... Occasional, planned change; predictable outcomes; measured pace; quality control in a centralized environment; dominance; command/control; risk-aversion	Indications for the future... Just-in-time; speed; outsourcing; alliances; partnerships; anxiety; unpredictability; value - added dimensions; risk management; distributed autonomy
Day-to-Day Environment characterized by: Harmony; stable employee populations exhibiting genuine loyalty; 'referent power' ( who I am & what I do); predictability; limited downsizings	Day-to-Day Environment characterized by: Mobile, less loyal workforce; quest for advantage; emerging players; dis-aggregation and re-assembly;
Business Model criteria characterized by: Central administration; expansion of existing product lines; standardized controls through bureaucracies; phased/timed approaches to change; internal, parochial focus	Business Model metrics characterized by: Continuous improvement; outsourcing; re-organization; partnering; search for distinction in service/product; innovation imperative; external focus; immediate access to data; real-time business unit performance monitoring; 'P & Ls' by product line/shift
Management Style characterized by: Rigid reporting lines and insular hierarchies; centralized intelligence exchange, often on a 'need to know' basis; cloned thinking; orders from above; limited innovation; executive 'speed-bumps'; power base assembly	Management Style characterized by: Shared information; fast, collegial decision-making; compensation award through cash & non-cash means; encouragement of measured risk and innovation; 'people-management' orientation
Functional HR contribution characterized by: Policy rigidity; why? vs why not?; roadblockers vs facilitators; providers of new forms vs business processes; program administration; record-keeping	Functional HR contribution characterized by: Behaviourally-based induction; coaching for the unexpected; client-based solutions to real client problems; management of communications agenda; provision of shared access to HR data

Timetable 2000/2001 ... Top Ten Tips

Month	Subject
June 2001	See May, 2001.
May 2001	"Browsers' Choices" - you e-mail Tim with your preferences for May & June. Tim will respond, based on the identified interest for the next two months.
April 2001	Managing promises and expectations during the "R" word
March 2001	'High Potential' Employees...how to ensure they don't sit out the game, then leave
February 2001	How to write really useful Job Descriptions...connecting the business dots
January 2001	Outsourcing...the 'Catch 22' for HR Managers
December	Spreading scarce bonus/incentive dollars...best bang for the buck
November	Ethical Practices in Performance Appraisal & Related Salary Admin
October	Stock Option Plan Design in private companies heading for an 'IPO'
September	Key Lessons in 'Downsizing'...maintaining business & employee relationships under difficult circumstances
August	Grievance management in unionized and non-unionized workplaces
July	Business Planning in HR...how to flex HR's muscle
June	Settling post-termination disputes; mutual gains
May	360° Feedback...is it right for you?
April	Harassment in the Workplace...practical considerations
March	Interpersonal Conflict in the Workplace