Kathy Albarado

CEO Spotlight: Kerrie Wilson

May 7th, 2012
Kathy Albarado | email author

Impacting the lives of others is something that Kerrie Wilson is known for. In this post, we interviewed Reston Interfaith’s CEO, Kerrie Wilson whose organization has impacted the lives of over 250,000 people in the neighborhood it serves.

kerrie_wilson-for_print

Helios: Can you tell us about Reston Interfaith? How does your organization make an impact in our community?

Kerrie Wilson: Reston Interfaith has been working in the greater Reston and Dulles corridor region for more than 40 years, providing affordable housing and other services for our neighbors who struggle in this high cost of living community.  We own and maintain rental housing for 50 families and provide emergency shelter, transitional and supportive housing and assistance for homeless individuals and families and those who are at risk of losing their housing.  Reston Interfaith also provides affordable, quality childcare, food and financial assistance, counseling, job development and other neighborhood based services to help people get back on their feet and stay there.  What makes Reston Interfaith unique is our ability to connect our neighbors to provide comprehensive programs that address their urgent and on-going needs for assistance – over the years that has meant real answers for more than 250,000 men, women and children in need.

Helios: Given the economic climate, how has that changed how you operate?

Kerrie Wilson: With the collapse of the housing market and resulting economic crisis in our region, we knew our services would be more critical than ever.  Requests to Reston Interfaith for help with rent and utilities, avoiding foreclosure, food, job training and childcare have more than doubled since 2007.  Reston Interfaith was ready to meet those needs, drawing on our reserves – both human and financial – and our partner network of nonprofits, government agencies and faith, community and business groups.  We collaborated with nonprofit and county agencies to open Connections for HOPE, a neighborhood center where people can access a wide range of services in one location and where providers save money on administrative costs by sharing services.  We provided leadership in the design of a county-wide partnership to prevent and end homelessness that has been responsible for a reduction in overall homelessness and keeping more than 2,000 people in their homes even in this horrible economic climate!

Helios: What is your top challenge today and how do you address it?

Kerrie Wilson: The most difficult issue for us right now is to look in the faces of those we serve and realize that collectively their needs are greater, the barriers they face are more complex and multi-layered than ever before.  Even as there are hopeful signs for our local economic recovery, our most vulnerable neighbors – those who don’t have the skills to compete for jobs, or whose savings, assets and credit worthiness were damaged – will find healing to take much longer than expected.  As an agency, that means we need to sustain and grow the resources from government, foundations, businesses and individuals who have seen their “care” budgets slashed.   As an employer I am concerned that our staff and volunteers take time to step back and refresh after stretching themselves to serve more people without new resources.  I know that many of our employee families have also struggled during these hard time, and I wonder that is taking care of the caregivers?  The solution to this challenge requires us to do more than just provide direct service; we have joined with our partners to ensure that policies and investments recognize the need to invest in long-term solutions – making homes affordable, shoring up the safety net, and prioritizing core services that get people back to work and build strong communities.

Helios: If someone wanted to support the programs of your organization, how would they do so?

Kerrie Wilson: Our work changes lives and sustains our community every day, but we don’t do it alone.  More than 2,700 volunteers give more than 27,000 hours of service each year by collecting and distributing more than 10,000 bags of groceries, greeting and assisting guests and drop-ins at the Embry Rucker Community Shelter, volunteering to mentor adult jobseekers, conducting financial literacy and other skills building classes, and tutoring children.  Donations of food, school supplies, cars and other items help us support families and stretch their household budgets.   To get started volunteering, please email volunteer@restoninterfaith.org or call 571-323-9568 and ask for our Volunteer Manager. If you would like to donate physical resources please email donate@restoninterfaith.org or call 571-323-9555. You can also visit www.restoninterfaith.org to learn more about our current opportunities and needs.

How Effective is Your Onboarding Process?

April 11th, 2012
admin | email author

By Helen Trainor, Senior Recruiter

How Effective is Your Onboarding Process?The MIT Sloan Management Review found that more than 25 percent of the working population will experience a career transition each year. Unfortunately, effective onboarding, or the process of assimilating new hires into the organization, is often neglected. As one of the most important functions of both HR and management, onboarding is frequently left to whoever the new employee will report to, direct line managers or recruiters. Organizations that put little thought into onboarding are more likely to have higher turnover, lower employee satisfaction, and suffer from disjointed and inconsistent practices.

A new hire will determine in the first three months if they have made the right decision to join the organization. An effective onboarding process can help to ensure that the new hire has a clear understanding of their role and the organization. Long-term outcomes of strong onboarding include role clarity, increased productivity and commitment to the organization. In Onboarding New Employees: Maximizing Success, Society of Human Resource Management (SHRM) suggests the following best practices as an effective onboarding process:

  • Implement the basics prior to the first day on the job
  • Make the first day on the job special
  • Use formal orientation programs
  • Develop a written onboarding plan
  • Make onboarding participatory
  • Be sure your program is consistently implemented
  • Ensure that the program is monitored over time
  • Use technology to facilitate the process
  • Use milestones, such as 30, 60, 90 and 120 days on the job—and up to one year post-organizational entry—to gauge employee progress
  • Engage stakeholders in planning
  • Include key stakeholder meetings as part of the program
  • Be crystal clear with new employees regarding:
    • Objectives;
    • Timelines;
    • Roles; and
    • Responsibilities.

There are many processes that will work and many methods you can use to properly plan, hire, retain, and refine employees to grow and assimilate into your organization’s culture. One rule remains the same; the success of the organization relies on its core — its people. Take the time to develop and implement your onboarding process, we promise it won’t disappoint.

For additional reading, Helios recommends the following:
Onboarding: How to Get Your New Employees Up to Speed in Half the Time by George B. Bradt
Successful Onboarding: Strategies to Unlock Hidden Value Within Your Organization by Mark Stein
Creative Onboarding Programs: Tools for Energizing Your Orientation Program by Doris Sims

Kathy Albarado

CEO Spotlight: Alan Lovell

April 9th, 2012
Kathy Albarado | email author

“It takes more than buildings and equipment to be successful: it takes a sound program and a dedicated, loving staff… and generous, compassionate supporters.” We’ve interviewed award-winning CEO, Alan Lovell of CHI Centers shares why giving back is always a first priority for him and his team.

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Helios: How has your organization been impacted by the recession?

Alan Lovell: The recession has had a great impact on our Agency since much of our funding is based on the government’s budget dollars–CHI is dependent on federal and state funds. The cut back in governmental funding has had a great impact on the level of services we are able to provide to our participants. Another impact we have felt is the reduction in private foundation grants – those grants have been reduced in the past few years, due to the obvious economic conditions.

Helios: How do you set your priorities?

Alan Lovell: Priorities are set based, first, on those individuals we serve –those with developmental disabilities. Secondary are the parents and guardians of our participants. For me, I want to make sure the supports and programs that are needed by our cliental are delivered. And that the delivery and support are of utmost quality. Third would be as non-profit and a business –we need to be secure financially and are responsive to our funding sources.

Helios: What are some of your strategies for employee development?

Alan Lovell: The important aspect of employee development is to make sure that our workforce understands the mission of our agency – assuring individuals with disabilities are included in all aspects of the community. We train our staff to be professionals and drive home the understanding  they are not only care givers but have the vital role of providing support to our participants to help them to be independent and productive.

Helios: And how do you measure the impact?

Alan Lovell: This impact is clearly demonstrated by the relationships our staff develop between employees and program participants. A large percentage of our employee population has been with CHI Centers for more than 5- to 10 years.

Helios: What advice do you give fellow CEOs?

Alan Lovell: To stay focused on the mission of the agency and to know the regulatory process. Most importantly for me is to be a person who is not afraid to be “another employee” and not wear the CEO hat.

Helios: What feedback would you share with fellow HR executives?

Alan Lovell: Share the importance of the relationship that the HR office has with the employees. In most cases they are the first point of contact with the agency, they serve as an advocate for our employees and they have the tools to provide employees with all of the information they need to be integrated into the organization,  and often provide valued guidance on their personal and  professional goals.

Helios: Are you involved in community outreach?

Alan Lovell: Yes! Community outreach is important, especially  in our field,  to continually drive the message of involving people with disabilities into the community. I like to invite the community to our setting to see the population we are serving and experience, first hand, the powerful impact they are able to bring into the community. It is important to stay involved with our elected public officials to keep them knowledgeable of our  priorities, therefore representing our priorities as part of their agenda and recognition of our participants as constituents of their districts.

CHI Centers is a private, nonprofit organization dedicated to furthering the independence, self-reliance and dignity of individuals with developmental disabilities through training, education, and legislative advocacy. CHI Centers serves on a daily and regular basis approximately 1000 individuals whose diagnoses include: cerebral palsy, hearing impaired, blindness, physical disabilities, medically fragile, behaviorally challenged, intellectually challenged and multiple disabilities. For more information, please visit www.chicenters.org.

The 4 P’s of an HR Brand: People, Pay, Process & Promotion

March 23rd, 2012
admin | email author

By Gabriela Santamaria, HR Business Partner

The 4 P's of an HR Brand: People, Pay, Process & PromotionJust like the four P’s of Marketing (product, place, price and promotion), HR can build a brand with four P’s of its own — people, pay, process, and promotion. An HR brand is defined by the culture of the organization and is important in attracting, engaging, developing, and retaining a best in class workforce. Having a strong identity and image in the marketplace can be implemented by taking the following steps:

  1. Creating your identity — The first step is to clearly define your department’s direct value proposition. A value proposition is a promise of value to be delivered, and a belief by the (internal or external) customers that value will be experienced. Your brand should demonstrate what can be expected in terms of the quality and service provided. As part of the first step, be sure to define the gap in perception between the current experience and the ideal experience.
  2. Making your mark — Once you have a clear idea of the desired experience, you can begin to establish your brand by taking appropriate actions in the following areas: people, pay, process and promotion. For each area, identify what actions are helping you build or break your brand perception and what actions you would like to start doing, stop doing, and continue doing as you build an action plan. Be sure to consider all materials, messages, and communications associated with HR such as overall culture, pay and benefits, leadership, and performance management, growth, and development.
  3. On Your Mark, Get Set, Brand! — With a clear message, purpose and action plan, it is time to begin branding. Becoming an organization of choice does not happen overnight. Consistency is vital to successfully building a brand that creates loyalty, builds relationships, consensus and collaboration. Solicit feedback from various touch points to get the pulse on the current perceptions and experiences from both your internal and external customers.

Southwest Airlines is an example of successful branding orchestration and execution. The company’s brand is driven through its culture and woven through all aspects of HR including recruiting, onboarding, training, development, rewards, and performance evaluations. As a result, Southwest Airlines has three times lower turnover and significantly higher earnings than the industry average and has won numerous awards including Fortune’s America’s Top Ten Admired Companies and Aviation Week’s Top Performing Companies (Strategy/Design & Advertising).

Southwest Airlines: “Freedom begins with me.”

Southwest Airlines: 'Freedom begins with me.'

The bottom line? It pays to brand. When executed properly and consistently through people, pay, process and promotion, internal branding can be a source of strategic competitive advantage with significant impact on employees, customers, and profits.

Spring into Salary Survey Participation Season!

March 19th, 2012
admin | email author

By Joanna Anderson, PHR, Senior HR Business Partner

Spring into Salary Survey Participation Season!Offering market competitive compensation packages are key in attracting and retaining top talent, but how does an organization know if they are competitive? Employees and managers can (and do) search the internet to find free information on salaries; however, this free information is often anecdotal and not collected and reported in a structured and scientific manner leaving employees with a false sense of their market value. Finding reliable salary data for an organization’s industry and geographic location is not always obvious.

To ensure you are getting reliable data that is in compliance with legal guidelines, consider purchasing third party salary surveys conducted in accordance with the Sherman Anti-trust Act and Safe Harbor rules for the collection of salary information. The organization conducting the survey will disclose the methodology used to collect and publish the data obtained in accordance with regulatory requirements and maintaining confidentiality. Organizations should consider budgeting for the purchase of salary data that is collected, analyzed, and published by reputable firms in the business of gathering this information and use the information as the basis for pay levels and salary decisions aligned with their overall compensation philosophy.

Some well known compensation survey organizations include Culpepper, Towers Watson, HRA-NCA, WTPF, Radford, and many others who can be easily found by searching “salary surveys” on the internet. These organizations generally collect salary data from employers during the spring timeframe in order for the survey results to be published in the summer and early fall, in time for budgeting and planning for salary expenses for the upcoming year. While anyone can purchase these salary surveys, participation in the data collection typically provides for a significant discount on the purchase price of the survey when published. Preparing and submitting data for participation in salary surveys is generally straightforward. It simply requires the organization to match their internal company jobs to the job descriptions in the survey and then report salary information for the incumbents in those roles. Some surveys may gather salary range and policy information as well. The time spent preparing and submitting data is well worth the savings realized when purchasing the survey data.

When choosing what surveys to participate in and purchase, organizations should take the following into consideration:

  • Is the survey gathered and published by a reputable organization in the business of gathering and compiling this information? Beware of surveys that ask employees to self report their salaries. Look for surveys that require a specific format for reporting data, typically submitted by the organization’s HR department.
  • What other companies typically participate in the survey? You want to ensure that the surveys you participate in and purchase represent organizations in the same industry that you are competing in for talent.
  • What jobs are covered in the survey? Make sure that the surveys you choose have a broad representation of the jobs in your organization. In some cases, specialized surveys may be required to gather good information on a particular type of job, such as Executive or IT positions or government contractors.
  • What geographies are covered in the survey? Make sure that the survey provides information that represents pay information for locations in which your organization are recruiting for talent.
  • What methodologies are used to compile and publish the data? Make sure that the survey company takes into consideration the sample size and publishes data only where enough data points are reported (often 5 companies are required to publish the data for the job). Ensure that median, 25th percentile, 50th percentile, and 75th percentiles are reported in addition to averages. These data points give you a broad range of information on where companies are paying.
  • What data elements are gathered? If you want to look at base pay and variable compensation levels, make sure the survey collects and publishes total cash compensation in addition to base pay.

If your organization is not ready to take on participation in salary surveys and purchasing data, Helios HR has a broad range of market data resources and can benchmark your positions, develop salary structures, analyze employee salaries against market rates, and develop salary administration guidelines for you. Whether you decide to purchase salary data or partner with Helios for your market data needs, developing a fair, consistent, and competitive approach to paying employees is a critical foundation of your human resources practices.