As part of the 2010 Indiana State Human Resources Conference, FlashPoint asked HR professionals to tell us about the innovative HR-related programs they have introduced at their organizations. I had the opportunity to collect these innovative ideas and present them at the conference where attendees voted for the idea they considered most innovative. While a winner was selected (to be highlighted here soon), FlashPoint thought that all the ideas deserved a little more attention. Now I get to share these exciting and innovative programs. My hope is that these “mini case studies” will inspire you and your organization to be innovative!
Innovative idea submitted by: Denise K. Pierce, President
DK Pierce & Associates provides strategic and tactical services across the entire drug life cycle and helps their clients navigate the complex healthcare environment. They are experts in sales, marketing, new product development, national account management, and reimbursement planning.
DK Pierce & Associates developed the DKP MARVELous superhero idea to creatively focus on patient access to care. The goal is to explore how their team collaborates, innovates, and takes action to live the company’s mission and values.
Here’s how it works. During a staff meeting, the team designed superhero names for each employee. Here are some examples:
Gray Matter (this person is the “brains” behind the business)
Green Vortex (this person generates business for the company)
Guano Guy (this person goes into “bat cave” mode when focusing on big projects)
Once they finalized names, the team designed each consultant’s background—identifying what makes his or her contributions integral to the business and what essential functions demonstrate the company’s values (in superhero mode, of course).
Now as they plan staff meetings, the team defines the quarterly issue theme and storyline. Each team member uses his or her superhero frame-of-mind to approach client needs and develop heroic solutions.
We think that this unique way of integrating a company’s mission and values makes tactical execution fun . . . and perhaps more importantly, meaningful. In the end, both DK Pierce and the client win.
What idea does this inspire for you and your company? Each month I’ll highlight another HR-related innovative idea. I invite you to subscribe to FlashPoint’s Blog so you don’t miss similar posts.
As part of the 2010 Indiana State Human Resources Conference, FlashPoint asked HR professionals across the state to tell us about the innovative HR-related programs they have introduced at their organizations. I had the opportunity to collect these innovative ideas and present them at the conference where attendees were invited to vote for the idea they considered most innovative. While a winner was selected (to be highlighted here soon), FlashPoint thought that all the ideas deserved a little more attention. Now I get to share the details of these exciting and innovative programs. My hope is that these “mini case studies” will inspire you and your organization to be innovative!
Innovative idea submitted by: VirginiaWhitham, VP/Director of Human Resources
Organization: Monroe Bank
Monroe Bank, a division of Old National Bank, was founded in 1892 as a community bank. With primary offices located in Bloomington, Indiana, they also serve Central and South Central Indiana with locations in Monroe, Jackson, Lawrence, and Hendricks Counties. This traditional community bank provides a variety of financial services, including: personal checking and savings accounts; business account management services; commercial, mortgage, and personal loans; personal and corporate trust services; and, investment and brokerage services.
Joellyn: Can you briefly describe your innovative HR-related program?
Virginia: Monroe Bank wanted to fully utilize the company’s intranet website software. Most organizations have an intranet which integrates with in-house products. Tracking of personnel items, outside of payroll, was done manually by HR assistants. In the last couple years we’ve reduced our department and have limited administrative support. Therefore, I had to find a way to automate our processes without adding to the bottom-line. There was no budget to expand our ADP products or to purchase an HRIS system. Instead, I’ve made full utilization of our intranet software working with IT to learn how to program our HR intranet site to host forms, processes, lists, question and answer sections, meeting requests, and our annual review process. There was no additional software expense as the resource was right in our own backyard. I invested my time, which was well worth the end result—more efficiency.
Joellyn: Why did you develop this program? What problem/situation were you hoping to address?
Virginia: I needed to address the reduction of administrative support in human resources. There was too much paperwork and not enough administrative support to do data entry and tracking of numerous personnel forms, meetings, and employee relations events. Automating our annual review process allows me to export data into Excel and generate reports by department, category, and overall results.
Joellyn: Why do you consider it innovative?
Virginia: I consider this innovative because I used internal resources that were already available. I took the time to think outside of the box, and learn a new skill myself, including how to do some very simple site programming. There was no additional software expense. We already had the technology and IT professionals willing to do some basic training.
Joellyn: What impact have you seen? How did the program address your problem/situation and how has it improved the company and/or the HR function?
Virginia: This resulted in increased responses to requests, quicker turn-around, better documentation, and better tracking of personnel issues. In addition, I now have the ability to export data into Excel for reports and data mining and have achieved overall stream-lining of the administrative work. It has improved efficiencies and our ability to manage personnel data. We have more time to address issues rather than chase paper.
What idea does this inspire for you and your company? Each month I’ll highlight another HR-related innovative idea. I invite you to subscribe to FlashPoint’s Blog so you don’t miss similar posts.
As part of the 2010 Indiana State Human Resources Conference, FlashPoint asked HR professionals across the state to tell us about the innovative HR-related programs they have introduced at their organizations. I had the opportunity to collect these innovative ideas and present them at the conference where attendees were invited to vote for the idea they considered most innovative. While a winner was selected (to be highlighted here soon), FlashPoint thought that all the ideas were deserving of a little more attention. Now I get to share the details of these exciting and innovative programs. My hope is that these “mini case studies” will inspire you and your organization to be innovative!
Innovative idea submitted by: Deb Lang, Director, Training
The Midwest Independent Transmission System Operator, Inc. (Midwest ISO) is an essential link in the safe, cost-effective delivery of electric power across all or parts of 13 U.S. states and the Canadian province of Manitoba. As a Regional Transmission Organization, the Midwest ISO assures consumers of unbiased regional grid management and open access to the transmission facilities under the Midwest ISO’s functional supervision.
Coaching Certification (Peer Coaches)
Joellyn: Can you briefly describe your innovative HR-related program? Deb: The employee coaching certification program is designed to create peer coaches within the organization. The program consists of classroom training, hands-on coaching, and a final assessment before employees are given the designation of peer coach. Employees are nominated for the coaching program based on criteria including corporate reputation, degree of influence, role within the organization, and relationship skills. Coaches are given assignments that support existing development programs.
Joellyn: Why did you develop this program? What problem/situation were you hoping to address?
Deb: This program provides a resource within each division—someone who assists employees with topics ranging from how to have a career discussion with their supervisor to identifying how to strengthen leadership skills.
Joellyn: Why do you consider it innovative?
Deb: Innovation is found in providing a structured way for employees to empower other employees and, in the process, to provide a non-threatening way to discuss issues (note: coaches are provided with parameters regarding the topics they can address and topics they should refer to a supervisor or HR professional).
Joellyn: What impact have you seen? How did the program address your problem/situation and how has it improved the company and/or the HR function?
Deb: Impact is seen in two areas:
Increasing awareness of internal coaches regarding the impact coaching can have if done properly
Providing a resource to employees who can help them identify how to become stronger employees (creating a more personalized approach to development)
Although the majority of coaching engagements are through assignments made as part of development programs, coaches are now being requested by employees and, in the case of development program assignments, coaches are now seeing requests for extensions beyond the one or two pre-planned sessions. This is occurring with minimal promotion of the program within the organization.
What idea does this inspire for you and your company? Each month I’ll highlight another HR-related innovative idea. I invite you to subscribe to this blog so you don’t miss other, similar posts. Joellyn Detjen is marketing manager at FlashPoint and helps tell the company’s story.
As part of the 2010 Indiana State Human Resources Conference, FlashPoint asked HR professionals across the state to tell us about the innovative HR-related programs they have introduced at their organizations. I had the opportunity to collect these innovative ideas and present them at the conference where attendees were invited to vote for the idea they considered most innovative. While a winner was selected (to be highlighted here soon), FlashPoint thought that all the ideas were deserving of a little more attention. Now I get to share the details of these exciting and innovative programs. My hope is that these “mini case studies” will inspire you and your organization to be innovative!
Innovative idea submitted by: Deb Lang, Director, Training
The Midwest Independent Transmission System Operator, Inc. (Midwest ISO) is an essential link in the safe, cost-effective delivery of electric power across all or parts of 13 U.S. states and the Canadian province of Manitoba. As a Regional Transmission Organization, the Midwest ISO assures consumers of unbiased regional grid management and open access to the transmission facilities under the Midwest ISO’s functional supervision.
The Business Challenge
Joellyn: Can you briefly describe your innovative HR-related program?
Deb: The Midwest ISO regularly sponsors The Leadership Challenge® Workshop, which helps our employees develop their leadership skills. To supplement the content, however, we developed our own Business Challenge component. As part of the Business Challenge, we pull together cross-department and multi-level teams of Leadership Challenge® students to identify a business issue that impacts the entire organization.
Students have one month to work on the issue before presenting their findings and identifying leadership skills used in the process. They deliver their presentations to a panel of executives, who ask questions focused on leadership skills.
Following the presentations, students hand off their recommendations to the appropriate department for potential implementation. Students are required to gather data and discuss the issue with departments impacted by the issue, reducing the “surprise factor” when they receive the final product.
Joellyn: Why did you develop this program? What problem/situation were you hoping to address?
Deb: We implemented the Business Challenge for the following reasons:
Students were having a difficult time identifying how to apply what they learned in a business environment.
Executives expressed interest in being involved in The Leadership Challenge® Workshop, yet we wanted to ensure that their involvement had meaning and demonstrated the value of what students were learning.
We wanted to strengthen cross-departmental relationships and knowledge
Joellyn: Why do you consider it innovative?
Deb: The innovative piece of the program is in leaving the success of the program in the students’ hands. Students are provided with very few parameters for the exercise and the presentation. Because of this freedom, the solutions demonstrate considerable creativity. Linking it to providing an opportunity to present to executives also prompts the students to take the assignment as seriously as they would a major project for their department. The results have been impressive!
Joellyn: What impact have you seen? How did the program address your problem/situation and how has it improved the company and/or the HR function?
Deb: The challenge has resulted in raising awareness of key issues, providing additional support to business areas struggling with some of the challenges identified by students, and providing an impactful way to demonstrate the influence employees can have in shaping the organization. This exercise is also one that executives look forward to participating in.
What idea does this inspire for you and your company? Each month I’ll highlight another HR-related innovative idea. I invite you to subscribe to this blog so you don’t miss similar posts.
Joellyn Detjen is marketing manager at FlashPoint and helps tell the company’s story.
As part of the 2010 Indiana State Human Resources Conference, FlashPoint asked HR professionals across the state to tell us about the innovative HR-related programs they have introduced at their organizations. I had the opportunity to collect these innovative ideas and present them at the conference where attendees were invited to vote for the idea they considered most innovative. While a winner was selected (to be highlighted here soon), FlashPoint thought that all the ideas were deserving of a little more attention! Now, I get to share the details of these exciting and innovative programs. My hope is that these “mini case studies” will inspire you and your organization to be innovative!
Innovative idea submitted by: Laura Smith, Executive Director
Organization: Generations
As one of 16 Area Agencies on Aging in Indiana, Generations provides resources to help the aging, persons of all ages with physical disabilities, and their caregivers. Generations serves more than 3,300 clients in the Indiana counties of Daviess, Dubois, Greene, Knox, Martin, and Pike.
Step it Up
Joellyn: Can you briefly describe your innovative HR-related program?
Laura: Since March 2009, Generations staff members have been participating in “Step it Up.” This self-monitored wellness program offers participants an opportunity to set their own goals for physical activity while receiving encouragement and support from their peers as they strive to meet them. The program is set up in 12-week intervals. Participants log their physical activity daily and team captains check on team members’ progress and morale once every two weeks. Promoting increased physical activity among older adults is one of our agency’s initiatives and this program helps us do more than just “talk the talk.”
Joellyn: Why did you develop this program? What problem/situation were you hoping to address?
Laura: Four out of the six counties Generations serves rank between 73 and 90 out of 92 counties for having the worst overall health, which includes premature death and poor physical health. As a social service agency, similar to a family caregiver, our staff members tend to put their own well being last. While this may be an admirable quality, we must begin taking better care of ourselves in order to be prepared to offer the best quality of care for those who need us most. We are choosing not to become statistics.
Joellyn: Why do you consider it innovative?
Laura: I consider it innovative for two reasons; one, we were not able to find any other social service agencies in our area implementing an exercise program dedicated to wellness for their employees; and, second, as mentioned above we are modeling the behavior we are promoting among the population we serve.
Joellyn: What impact have you seen? How did the program address your problem/situation and how has it improved the company and/or the HR function?
Laura: Staff participants have logged more than 2,379 miles and 1,220 hours since the inception of this program in March 2009. Participant feedback is evidence that the program is a successful tool in improving the overall health of our staff. Participants have said, “This program helps me to stay on track and I can actually see what I’ve done and see where I need to step it up.” Others have said, “I like the accountability of logging my walking and also reading the health tips” and “I am motivated because exercise has changed my life.”
What idea does this inspire for you and your company? Each month I’ll highlight another HR-related innovative idea. I invite you to subscribe to this blog so you don’t miss other, similar posts.
As part of the 2010 Indiana State Human Resources Conference, FlashPoint asked HR professionals across the state to tell us about the innovative HR-related programs they have introduced at their organizations. I had the opportunity to collect these innovative ideas and present them at the conference where attendees were invited to vote for the idea they considered most innovative. While a winner was selected (to be highlighted here soon), FlashPoint thought that all the ideas were deserving of a little more attention! Now, I get to share the details of these exciting and innovative programs. My hope is that these “mini case studies” will inspire you and your organization to be innovative!
Innovative idea submitted by: Anne Eaton, Manager, HR & Corporate Services
Organization: Aero Engine Controls
Business Basics for Engineers
Joellyn: Can you briefly describe your innovative HR-related program?
Anne: “Business Basics for Engineers” is a program that has been created in conjunction with the Purdue Krannert School of Business to develop some basic business savvy for engineers in our aerospace business.
Joellyn: Why did you develop this program? What problem/situation were you hoping to address?
Anne: AEC is a joint venture between Rolls-Royce and Goodrich. The US subsidiary was launched in the fall of 2009 with approximately 60 employees (and approximately 55 of those employees were former Rolls-Royce engineers). The small business model of AEC differs significantly from that of RR, and it became apparent very quickly that these highly technical employees needed to be able to think in new ways.
Joellyn: How did you actually develop and implement this program?
Anne: AEC partnered with the Purdue Krannert School of Business to develop a set of three, one-day sessions focusing on Marketing, Strategy & Business Development, and Finance Basics. Each program uses engineering language and scenarios to deliver the concepts, which greatly enhances the learning.
Fifty seats were split evenly between AEC and RR engineering; although RR placed a high percentage of senior-level engineers in the program, AEC chose to invite all levels, from graduate engineers to senior managers. This resulted in terrific multi-generational discussion during each session and also in follow-up meetings of the AEC participants.
Joellyn: Why do you consider it innovative?
Anne: The average working engineer is technically focused and generally thinks very linearly. We have created a program that takes some of the basic concepts of business management and introduced these concepts to working engineers such that they now are able to think beyond the technical problem at hand. This has been done with minimal cost or time out of the office – a perfect solution for a new company that operates on a cost model!
Joellyn: What impact have you seen? How did the program address your problem/situation and how has it improved the company and/or the HR function?
Anne: Engineers are problem-solvers. In fact, traditionally, they can engineer the solution in an endless loop. By introducing these basic business concepts, engineers at AEC are already thinking about how cost affects customer satisfaction, or how one technical solution has the potential to create business development opportunities, or how late delivery of engineering milestones affects the bottom line.
Several participants offered different versions of the comment, “I’ve been with Rolls-Royce for 15 years, and have taken dozens of courses. I learned more in this one day than I ever have in any other class!”
What idea does this inspire for you and your company? Each month I’ll highlight another HR-related innovative idea. I invite you to subscribe to this blog so you don’t miss other, similar posts.
Andrea Moore and I had the opportunity to give a presentation during the 2010 Indiana State Human Resources Conference. The topic, Linking Learning and Development to Organizational Strategies, resonated with the audience as evidenced by nodding heads and participation. Perhaps it will strike a chord with you, also.
We’ve summarized the presentation into a brief, six-part video series. Part one is below. Video topics for parts two through six with links to each follow.
Most business leaders understand the value of providing learning and development opportunities to their employees. Because human capital is such a significant investment, it’s important that employees have the knowledge and skills they need to produce quality work. Companies realize this.
What leaders and managers often fail to do, however, is to provide learning and development that aligns with their organization’s strategy. Sometimes the training they provide is haphazard or reactionary; much of it fails to develop abilities that help the company achieve its goals.
For learning and development to be successful, business leaders—along with the professionals who are in charge of designing and delivering it—must move beyond this myopic view. Instead, they must clearly define the organizational strategy and then identify core competencies that employees must develop and demonstrate in order to carry out that strategy. They must then build training that enhances these essential competencies.
What is your company doing well with regard to linking learning and development to organizational strategy? What could it do better?
As part of the 2010 Indiana State Human Resources Conference, FlashPoint asked HR professionals to tell us about the innovative HR-related programs they have introduced at their organizations. I had the opportunity to collect these innovative ideas and present them at the conference where attendees voted for the idea they considered most innovative. While a winner was selected (to be highlighted here soon), FlashPoint thought that all the ideas deserved a little more attention. Now I get to share these exciting and innovative programs. My hope is that these “mini case studies” will inspire you and your organization to be innovative!
As part of the 2010 
As part of the 2010 Indiana State Human Resources Conference, 
