Carlos Larracilla’s Post

WHY CHOOSE HRSS? 💥   Choosing HRSS Group as your HR consulting provider means opting for an experienced consultant that embodies 'knowing what good looks like.' With a proven track record and extensive expertise, I bring a profound understanding of industry best practices and successful HR strategies. My wealth of experience ensures a comprehensive grasp of effective HR operations, policies, and programs. I excel in identifying, implementing, and optimizing HR practices that not only drive positive outcomes but also seamlessly align with your organization's unique goals and values. Partnering with HRSS means choosing a consultant that embodies excellence in HR, guiding you toward impactful and aligned practices for sustained success.   KNOWING WHAT GOOD LOOKS LIKE: 🌍   I played a pivotal role in propelling an organization from its startup roots, amassing a workforce of over 2,500 across 16 countries from an initial 40 employees. I orchestrated a rapid expansion, transforming a 70-person corporate team into a robust force of over 400 within two years. Additionally, I spearheaded the growth of our professional services group from 3,000 to 5,000 employees across 47 states.   Spanning diverse sectors like Tech, Software, Managed Services, IT Automation, Artificial Intelligence, & Professional Services, I've been a trusted advisor to C-suite leaders, fostering change management, collaboration, and innovation.   I revamped HR departments from 3 to a thriving team of 34 experts nationwide, along with an HR department of 1 to over 28 experts across the globe. My strategic culture overhaul saw a remarkable 15% uptick in employee retention, particularly in a high-turnover industry where I successfully slashed turnover rates by 10%.   Implementing a streamlined review process, competitive compensation programs, and enticing benefits, I retained nearly 100% of top talent while significantly reducing HR costs by $1.2 million through adept HRIS change management. Introducing the company’s inaugural Benefits and 401K plans, I achieved an 80% enrollment and expanded referral hires from zero to an impressive 22%.   Across three distinct business units, I devised robust recruitment strategies, fostering strong relationships across the US, Canada, Latin America, APAC, and EMEA. This collaborative approach consistently yielded 30 to 75 monthly hires for both domestic and global entities. I effectively led and mentored HR teams worldwide, encompassing the US, Canada, Latin America, APAC, and EMEA regions. 🌏  

When you look back on your career, where was the one place where the talent and chemistry of you team was “top 10% everywhere else“, to steal a quote from the article. 📝Add your story below and feel free to tag some of those peers! #recognition #talent #hr

Unlocking HR value and strategic impact. Does your organization have an HR strategy aligned with and building the people capabilities to deliver your business strategy? If not, it’s likely that you are both missing out on achieving your business goals and failing to get the best from your people. Don’t take my word for it, there is a library of research that supports this conclusion. If you have any doubts, I recommend reading McKinsey’s work on ‘People + Performance Winners’ and much of Gartner’s reporting on HR Strategy. The real question is not whether an aligned HR and people strategy is needed, it is how to build one. My colleague Mike Hood of the Hood People Solutions and I have spent many years as HR Directors in UK and international businesses working to develop people strategies that enable business success. We have spent the last 12 months investing this experience in developing a model we are now ready to share through our HR consulting work. Our experience tells us that building strategic HR capability is a journey for organizations. We think there are three clear stages in that journey and we are happy to share them in our 🥇HR Value Framework🥇 . Many businesses start with what we call a 🔵Transactional HR🔵 approach. This is about a compliance focus and HR’s contribution being limited to administrative tasks such as contract generation and pay queries. To create more HR value requires establishing robust policies and practices for each stage of the employee life cycle – we call this 🟠Functionally Competent HR🟠. The third and final stage of our model is 🔴Strategically Aligned HR🔴. This where HR focus and priorities are driven clearly from the business strategy and build the people capabilities to execute that strategy, while also ensuring people practices holistically integrate in a unique and compelling employee experience. If building strategic HR capability is a journey, it’s important to understand where you currently stand on that path and what to tackle next. We have created our HR Value Audit to help organizations do just that. Assessing competence in six core elements of HR capability we can evaluate HR’s current contribution, identify focus areas for improvement and work with clients to build a roadmap to unlock more value and strategic focus from HR. We believe this is a model that can equally help SMEs build their HR capabilities as they grow and larger businesses review and improve the contribution of their HR teams. Resourceful People Group Ltd and Hood People Solutions Ltd would be delighted to talk to you about how we can use the HR Value Audit to help you unlock HR value and improve your business.  If so then please contact us at 📧info@resourcefulpeoplegroup.com or call us at: ☎️01234 989100 (Steve) or 01252 969200 (Mike). #enablesupportprotect #HRwithatwist #addingvalue Collaborate MK Bedfordshire Chamber of Commerce Cambridgeshire Chambers of Commerce Surrey Chambers of Commerce

HR Professionals: Our role is deepening. Are you working on the new skills needed? I have worked in HR for five decades and it's been an exciting journey. Five decades ago, organizations had Personnel Departments more than HR ones. They handled payroll, benefits, hiring, union relations and oversaw regulatory and compliance matters. They were the Cops to ensure rules were followed and filings were correct and timely. Then, along came the “ah-ha” that companies improve when they invest in the professional development of their employees. The HR function began to add training, coaching, performance reviews and career development to their contribution to organizational competency. They became Coaches. The next phase was filled with new technology, data tools, expanded needs for reports for board committees, and restructuring of teams and workloads in hybrid work designs. The change management scope and adoption of new analytics shape-shifted HR professionals as they became Consultants. Today we evolve even more. Human Capital Management reporting is now a government requirement. Board Directors and Executive leaders must understand the value of employees and their impact on business performance. Today, they evaluate work culture, diversity, inclusion, sponsoring careers for their employees and employee ideation and engagement. For this, HR people must become strategic business partners and competent Counselor/Advisors, who collaborate with executive leadership as strategic thinkers at the balcony of the business, with wisdom about the talent and employee elements in decision-making for the business. They are now problem-solving together with the Human Capital Management committees of the boards. This evolution will bring important value to organizations and to all involved. It does mean HR professionals must commit to developing exceptional skills and competencies to do this well and train executives and managers for the same. It is time for HR partners to develop and model their capacities for: § Strategic Thinking and Planning § Shaping Futuristic Scenarios, their Potential Impact and Viability § Holistic and Creative Problem-Solving § Wise Judgement § Leading Balanced, High Diversity Group Discussions  § Positive Thinking in the Face of Challenges § Asking Smart Questions to Uncover Facts and Insights for Enlighted Decisions This phase makes us permanent learners as we become sages who bring wisdom, judgement and experience to our work and to those we serve. With five decades of HR experience, it’s been a gift to be part of this evolution and all it taught me. For guidance on this HR change management, resources to develop skills to become sapient, and collaboration with governance committees, feel free to reach out for advice and support. I am here to help those entering this depth of contribution. Our HR advisors provide guidance and development support to prepare you for the future. dhamlin@chros2go.com   

Implementing HR/People Services in a Small Organisation: A Customised Approach In the dynamic landscape of small businesses, establishing effective HR/People foundations is pivotal for sustainable growth. However, a common pitfall many organisations fall into is adopting a cookie-cutter approach, which often fails to address the unique needs and culture of each company. The key to successful HR implementation lies in customisation, simplicity, and strategic foundation building.   Here’s why partnering with experts like P2 Knowledge can make a significant difference. The Importance of Customisation Every small organisation is unique, with its own set of values, goals, and challenges. A one-size-fits-all HR/People solution can miss critical nuances, leading to inefficiencies and disengaged employees. As highlighted in a recent Forbes article, "HR strategies must be aligned with the specific needs and culture of the organization to be effective." This alignment ensures that the HR/People framework supports the business's strategic objectives, fostering a cohesive and motivated workforce. Simplicity in Implementation Contrary to popular belief, setting up robust HR/People Services does not have to be an overly complex or burdensome process. Simple, clear policies and processes that are easy to understand and follow can significantly enhance compliance and employee satisfaction. Harvard Business Review notes that "overcomplicated HR procedures can be a barrier to employee engagement and productivity." Therefore, the focus should be on clarity and ease of use, which are hallmarks of well-designed HR/People systems. Building Strong Foundations with P2 Knowledge Partnering with experienced HR/People consultants like P2 Knowledge can provide the tailored approach needed for small businesses. P2 Knowledge specialises in designing and implementing HR/People frameworks that are not only customised but also scalable. This ensures that as your organisation grows, your HR/People services can evolve seamlessly. The benefits of working with P2 Knowledge include: - Tailored Solutions: We assess the specific needs of your organisation and develop HR/People strategies that align with your business goals. - Expert Guidance: Our extensive experience at P2 Knowledge provides insights and best practices that can prevent common pitfalls. - Foundation for Growth: We help establish a strong HR/People foundation, ensuring your business is equipped to handle future challenges and expansion. In conclusion, the success of HR/People Services in a small organisation hinges on customisation, simplicity, and strategic planning. By avoiding a cookie-cutter approach and leveraging the expertise of professionals like P2 Knowledge, businesses can build a robust HR/People framework that supports long-term growth and employee satisfaction.

History of HR The history of Human Resources (HR) as a formal function within organizations has evolved significantly over time, shaped by economic, social, and legal changes. Here's a brief overview: 1. Early Origins (Industrial Revolution):   - The concept of managing people in the workplace began to emerge during the Industrial Revolution in the 18th and 19th centuries. This period saw the rise of large-scale manufacturing and the need for systematic management of labor. 2. Scientific Management (Early 20th Century):   - Frederick Taylor's principles of scientific management in the early 1900s focused on optimizing productivity through standardized processes and careful selection and training of workers. This laid some of the groundwork for modern HR practices. 3. Human Relations Movement (1920s - 1930s):   - This movement emphasized the importance of social factors in the workplace and highlighted the need for managers to consider employees' motivations and attitudes. Researchers like Elton Mayo conducted studies that underscored the impact of human interactions and social dynamics on productivity. 4. Post-World War II Era (1940s - 1950s):   - The aftermath of World War II brought about significant changes in labor markets and employment practices. The focus shifted towards employee welfare, job security, and fair compensation practices. 5. Legal and Regulatory Developments (1960s - 1970s):   - The Civil Rights Act of 1964 in the United States prohibited discrimination based on race, color, religion, sex, or national origin, which prompted organizations to establish formal equal employment opportunity (EEO) programs. This era also saw the establishment of other labor laws and regulations that shaped HR practices globally. 6. Emergence of HR as a Profession (1980s - 1990s):   - During this period, HR began to be recognized as a distinct profession within organizations. HR departments expanded their roles beyond administrative tasks to include strategic planning, talent management, and organizational development. 7. Technology and Globalization (2000s - Present):   - The advent of technology, particularly the internet and HR software systems, revolutionized HR practices by streamlining recruitment, payroll, and employee management processes. Globalization also brought about new challenges and opportunities for HR professionals managing diverse workforces across different cultures and countries. 8. Current Trends:   - Today, HR continues to evolve with trends such as data-driven decision-making (HR analytics), remote work policies, diversity and inclusion initiatives, and a stronger emphasis on employee well-being and work-life balance. Throughout its history, HR has transformed from primarily administrative functions to a critical strategic partner within organizations, focusing on optimizing human capital to drive business success and employee satisfaction.

Unlocking HR value and strategic impact Does your organization have an HR strategy aligned with and building the people capabilities to deliver your business strategy? If not, it’s likely that you are both missing out on achieving your business goals and failing to get the best from your people. Don’t take my word for it, there is a library of research that supports this conclusion. If you have any doubts, I recommend reading McKinsey’s work on ‘People + Performance Winners’ and much of Gartner’s reporting on HR Strategy. The real question is not whether an aligned HR and people strategy is needed, it is how to build one. My colleague Steve Botterill of the Resourceful People Group Ltd and I have spent many years as HR Directors in UK and international businesses working to develop people strategies that enable business success. We have spent the last 12 months investing this experience in developing a model we are now ready to share through our HR consulting work. Our experience tells us that building strategic HR capability is a journey for organizations. We think there are three clear stages in that journey and we are happy to share them in our 🥇HR Value Framework🥇 . Many businesses start with, and some never move beyond, what we call a 🔵Transactional HR🔵 approach. This is where the focus of HR work is on compliance and administrative tasks such as contract generation and pay queries. Unlocking more value from HR requires putting in place robust policies and practices for each stage of the employee life cycle – we call this 🟠Functionally Competent HR🟠. The third and final stage of our model is 🔴Strategically Aligned HR🔴. This is where HR focus and priorities are driven clearly from the business strategy and build the people capabilities to execute that strategy, while also ensuring people practices integrate in a unique and compelling employee experience. If building strategic HR capability is a journey, it’s important to understand where you currently stand on that path and what to tackle next. We have created our HR Value Audit to help organizations do just that. Assessing competence in six core elements of HR capability we can evaluate HR’s current contribution, identify focus areas for improvement and work with clients to build a roadmap to unlock more value and strategic focus from HR. We believe this is a model that can equally help SMEs build their HR capabilities as they grow and larger businesses review and improve the contribution of their HR teams. Hood People Solutions Ltd and the Resourceful People Group Ltd would be delighted to talk to you about how we can use the HR Value Audit to help you unlock HR value and improve your business. #HRstrategy #HRvalue #HRimpact

Strategic HR Roadmap Generator: User Guide. Wowledge’s intelligent Strategic HR Roadmap Generator™ enables any organization to start charting its strategic HR journey quickly, regardless of size or sophistication level. The tool allows anyone with or without a human resources background to identify and prioritize strategic HR practices and initiatives to solve the company’s most pressing people-related challenges and opportunities. How do you use the Strategic HR Roadmap Generator? 1️⃣ Set up your organizational profile across six categories. 2️⃣ Confirm the recommended focus areas for solving your organization's challenges. 3️⃣ Refine aspiring practices to target across three levels of progression: Core, Advanced, or Emerging. That's it! You will now have your custom roadmap with initiatives classified into three time horizons (NOW, NEXT, and LATER) to follow and manage throughout the year. The Strategic HR Roadmap offers a comprehensive framework that enables organizations to get started on the improvement initiatives that will be most relevant for the company quickly. It allows the HR team to become more strategic and proactive with a clear vision and direction that ensures investments in human capital are deliberate. 👉🏽 Check the rest of the guide with other relevant considerations here: https://lnkd.in/gB6gamBw ~~~ 💡 If you found this helpful, share the post with your network and follow Wowledge to get more. #strategy #priorities #humanresources #chro

Benjamin Franklin is quoted saying, "By failing to plan, you are preparing to fail." #hr teams, I get it. You want to develop a #hrstrategy but need more time or resources. Wowledge's HR Roadmap Generator allows anyone to identify and prioritize strategic HR practices and initiatives to solve your company’s most pressing people-related challenges and opportunities.

This article effectively captures the key points for convincing a CFO to invest in Teal HR. By focusing on tangible benefits like increased employee retention, productivity, and long-term cost savings, it makes a compelling case for why such an investment is crucial. The emphasis on data analytics as a means of informed decision-making aligns perfectly with a CFO's priorities, ensuring accountability and efficiency in spending. Additionally, highlighting the importance of nurturing company culture adds depth to the argument. I appreciate the actionable insights presented and look forward to seeing how Teal HR can drive meaningful change in organizations!