Be a "Go To": 10 Steps to Building Personal Credibility
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The presentation outlines ten steps for building personal credibility, emphasizing the importance of face-to-face interaction, knowledge, and proactive communication in human resources. It contrasts traditional HR practices with modern, mission-driven strategies that focus on innovation and customer needs. Key recommendations include contributing to communication channels, understanding issues from the customer's perspective, and proactively providing value to foster trust and credibility.
Be a "Go To": 10 Steps to Building Personal Credibility
- 1. Be a “Go To” 10 Steps to Building Personal Credibility Presented for AZ School Personnel Administrators Association October 28, 2009 Marnie E. Green www.managementeducationgroup.com
- 2. Our Changing Role: Headlines “HR Pros See Need for Change” Workforce, January 2009 “HR Departments Begin to Reinvent Themselves” IPMA News, June 2000 “A Rapid Transformation from Staff Services to Internal Consultations” Public Personnel Management, Spring 2008
- 3. I need to make a high quality hire. Here’s a list of bodies. What the customer really wants What the customer hears from HR
- 4. I want to dismiss this employee. Well, we can’t do that yet because. . . What the customer really wants What the customer hears from HR
- 5. I want to reward this great employee. Our pay schedule only allows. . . What the customer really wants What the customer hears from HR
- 6. I have an employee that needs X training. We don’t have enough people/money to offer that. What the customer really wants What the customer hears from HR
- 7. I’d like to do X, Y, and Z. The rules say. . . What the customer really wants What the customer hears from HR
- 8. Traditional, Orderly HR implement get the job done do things right School or Department either likes or dislikes the solution HR responds to the problem as efficiently as possible School or Department has an HR “problem”
- 9. Chaotic, Modern HR innovates driven by mission does the right things HR ???
- 10. Another Model to Consider Strategic Planning Process PROACTIVE REACTIVE HR’s Response Action Planning Results Implementation of the Plan Opportunities Successes Problems Crises Call HR!!
- 11. Key Questions for Human Resources How do we get them to come to us BEFORE they have a problem? How do we get them to trust us?
- 12. Credibility and Visibility The Key to the Human Resource Professional’s Success
- 13. Great Resource for HR Professionals The following tips were adapted from “Organizational Consulting” by Alan Weiss.
- 14. Show Up Meet people face to face. Speak out at meetings. Go to them.
- 15. Make Intelligent Noise Do your homework. Know your stuff. Build your vocabulary.
- 16. Blow Your Own Horn Contribute to the District newsletter. Serve as leader of a district-wide team. Don’t say how good you are. Prove it!
- 17. Create Your Own Pedigree Focus on your own performance and don’t worry about the shortcomings of others. Do you best!
- 18. Can the Honorifics The more noise you make about yourself, the less substance others perceive.
- 19. Eschew the Fads Make your contribution “real.”
- 20. Learn the Issue Look at issues from your customer’s point of view, rather than from your own. What’s it like to be them?
- 21. Catch a Wave Look for trends or initiatives that you can be a part of.
- 22. Act Dispassionately Avoid becoming the “poster child” for one side of a polarizing issue.
- 23. What are some of the issues that you are passionate about that if left unchecked could get you in “trouble”?
- 24. Provide Proactive Value Take steps to meet other’s needs without being asked. Reach out and offer.
- 25. Professional and Personal Credibility Show up Make intelligent noise Blow your own horn Create your own pedigree Can the honorifics Eschew the fads Learn the issue Catch the wave Act dispassionately Provide proactive value
- 26. Action Planning List two action steps you can take to become a more credible human resources professional.
- 27. Thank you for your time! Marnie E. Green Management Education Group, Inc.
Editor's Notes
- #2: ## * * 07/16/96