CAMP AWESOME

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STRATEGIC HRAs Strategic HR we not only have a seat at the table, we set the

table!

We have a view of the company as a whole and have a vision of the company’s future.

Long term goals Metrics Mission Vision Best practices Interdepartmental communication

TITLES AND JOB DESCRIPTIONSSteven Chief HR Officer

Mary Assistant Chief HR Officer

Joseph (‘the black guy’) Strategy Architect

Joe Manager of HR Technology

CHIEF HR OFFICERMaintaining a vision of our company as a whole

• Mission Statement

• Vision Statement

• Communication• Website• I am the middleman between CEO and HR as a whole

• Moving forward• Conducive learning environment• feedback

WHAT IS IN A MISSION STATEMENT• Best way to write a mission statement

• According to Janel M. Radtke • “How to write a mission Statement” TGCI Magazine

• Gather information from Staff, Volunteers, and Constituents• List any words, ideas, or phrases that come to mind with respect to the organization

• I asked the other functional areas of HR and devised our mission statement

• Edit• Show rough draft to my team and made corrections

• Edit and adapt• We are always looking to better our mission statement

• Once the statement was posted we received more suggestions and it has evolved into what it is now

MISSION STATEMENTMission

“To provide an exceptional hospitality experience, in spectacular surroundings, by delivering quality service in an atmosphere of comfort, openness and friendship. We are a resort and business retreat with a focus on health and wellness. We offer a wide variety of services with a goal of satisfying our guests to the fullest. To serve our guests and make them feel welcome and relaxed while providing a productive learning environment.”

OUR VISIONWriting our vision statement we had to step back and analyze

• What are our goals?

• Where do we see ourselves in the future?• Our employees• Our guests• The environment• Safety

• We communicate our vision within the company and on the website

• Edit and adapt our vision statement when necessary

CHIEF HR OFFICERVision

“Our goals at Camp Awesome are to grow as a company and to earn the respect of our guests. We will become the premier resort of choice, and obtain prestige by satisfying our guests and exceeding their expectations. We will keep a safe, accident free environment for both employees and guests. Employee retention, and low turnover rates will be achieved by offering gracious benefits and motivating them to exceed their own expectations. The company shall adhere to the principles of sustainability and environmental responsibility.”

COMMUNICATION• Meet with the other functional areas of HR

• We can assist with setting goals• Long term and short term• Keeping goals realistic

• We keep in constant communication with the other groups• Make decisions to benefit the company

• Communication on the website• Multimedia, mission and vision, description, location, and social networking• http://campawesomejackson.weebly.com/

• We use data we collect for metrics• We analyze the data• We communicate the results

STRATEGIC MANAGEMENT FUNCTIONSMARY HEARD/SENIOR HR MANAGER

Organizational Culture

Employee Retention

Mentor-Mentee Program

Training and Development

CORE ORGANIZATIONAL VALUESWe provide a great work environment and treat each other with respect and dignity.

We embrace diversity as an essential component in the way we do business.

We recognize that profitability is essential to our future success.

We are customer focused. We exist only because our customers are satisfied and want

to do business with us.

We value all people, treating them with respect at all times.

We are honest with ourselves, each other, our customers and our partners.

We share information, ask for feedback, acknowledge good work and encourage ideas.

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ESTABLISH BUSINESS STRATEGY (SWOT)

Strengths Excellent HR Department

Weaknesses Dependent On Borrowing

Opportunities Rapid Growth Over 4 Year Period

Threats Euro/Yen May Move Against US Dollars

VISION OF THE FUTURERealistic Our vision is based in reality and is meaningful to Camp Awesome

Credible Camp Awesomes vision must be relevant. It should most importantly be relevant to

both employees and its members!

Attractive The Vision attracts and inspires those in our organization

Future Our vision must be of the future; we do not want to know where we are now but instead

where we will be as an organization

MARKET PLANPricing Objectives What kind of membership fees do we offer?

Cost Will operating expenses remain the same if we choose to expand?

Competition Our resort must be better than the others

Demand Will the demand for vacationing rise or decline with fluctuation of the market?

ENVIRONMENT AND MARKET

Competitive Analysis Who is our competition?

Customer Analysis Define consumer needs What are their buying patterns? What is the market potential?

Industry Analysis Technological Political Social Regulatory

LOCATIONManufacturing Do we need artificial land scapping?

Mother Nature Erosion Fault lines Tornadoes Global Warming

Who and where will our suppliers come from?

All these issues and goals will be addressed or met accordingly. As the Strategic Architect of this amazing company, I will personally see to it. That is until this project is over !

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MANAGER OF HR TECHNOLOGYTechnology as an HR best practice

• Knowledge Management

• HRIS

• Efficient HR Administration

• Communication of Data

• Analysis

INVOLVEMENT OF TECHNOLOGY

Not all organizations openly embrace a “high involvement” in technology as “only about one out of eight businesses has done “

One of the technologies available to organizations is an (HRIS) or Human Resources Information System, which is a software-based solution for the data entry, data tracking, and data information needs of HR and other departments of a business.

EMPLOYEE FACINGAccording to Bersin, “The most significant contributions to the overall effectiveness

of an HR function come from community-building and self-service elements

A user friendly interface will be designed and deployed online as to be accessible anywhere.

Many administrative tasks become more efficient due to faster processing and increased accuracy

Employees, for example, can go online to find health care providers and file claims online

METRICS AS A BEST PRACTICEMetrics, or specific measurements tied to HR performance indicators are used to

assess HR function and results over time

Various HR information systems come with tools to aid in analyzing the collected data.

Systems such as Oracle’s Fusion HCM comes with embedded predictive analytics and systems like the SAP Business Objects Strategic Workplace Planning software includes more than 600 human capital management reports and 90 key performance indicators

METRICS AS A BEST PRACTICEThe use of an HRIS allows for independent pieces of data such as vacation, overtime,

attendance, and position vacancies to be combined to yield greater insight into workplace issues

For example, monitoring the amount of overtime with a review of attendance data could assist an organization in performing a health and safety trend analysis or provide a general view of the workplace climate

After analyzing the available information, the Human Resources department can adjust the available strategies in order to prevent any potential problems before they arise

METRICS AS A BEST PRACTICEAlthough the use of software improves the management of information and

interpretation of data, collecting accurate data and selecting the right metrics will be a challenging task in implementing this best practice.

There is no standard cookie-cutter template for HR metrics since companies use differing metrics based on culture and business need

The first category consists of standard HR statistics such as head count and time-to-fill. The second category known as workforce analytics is used to show how workforce characteristics affect production, income, and profitability

CREATING METRICSTo aid in the creation of metrics, we can adopt a balanced scorecard approach to aid

in reporting across a diverse set of performance measures.

The balanced scorecard is composed of four performance measures from

1. financial measures such as profit and loss,

2. internal business processes such as service quality and efficiency,

3. customer relations measures such as satisfaction and loyalty

4. learning and growth opportunities such as training and development

ANALYZING METRICSOnce metrics are developed and the data is collected, it is up to HR professionals to

present this data to business leaders and executives in the form of meaningful business information

By delivering information from reams of data and presenting insights on the current business issues at hand, HR can actively become part of the management decision process, and executives can make well informed business decisions

As Nicholas Garbis, a strategic workforce planning leader for GE Energy puts it; HR professionals are “starting to deliver business value, clearly showing the connection between what they do and the outcomes of the business”

CONCLUSIONWe expect that our competition will adopt similar HR best practices

In order to be an awesome company, we must determine what works for the company as not all HR best practices are right

Whether this means finding creative uses of technology, developing cutting-edge metrics, or by starting new HR management programs, our successful innovations might become HR best practices that other organizations will strive to emulate.