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Jon Binder, Founder and Chief Strategic Collaborator TRANSFOHRM Founder and Chief Strategic Collaborator Jon Binder has been a HR executive for 18 years. So adept at transforming human resources into human capital, Jon was tapped to help improve the performance of retail, wireless, business start-up, IT, call center, B-2-B, and consumer businesses.

Jon earned a reputation for tackling complex human resources challenges like turning compensation into a strategic advantage and transforming HR from traditional model to human capital. He's mastered change in difficult situations and bleeding edge human resources management concepts and techniques. His simple, no-nonsense, strategic solutions always smashed expectations and goals.

A natural-born leader, Jon was a prep quarterback, who's been uniting people and building teams to tackle HR challenges ever since. Collaboration is the only way he works with companies.

 

TRANSFOHRMING HR

Hire for Cultural Fit

December 5th, 2011

Hiring managers have a tendency to base hiring decisions on the skill or technical competence of the potential candidate and pay less attention to the candidate’s fit with the work environment, unless the skill level is comparable to other candidates and they need tie-breaker criteria for their decision. In my experience, effective talent management begins with making great hires and that is typically achieved when leaders focus on selecting candidates that have excellent fit with the organization’s culture. In fact, I recommend placing priority emphasis on the cultural fit of potential hires rather than focusing on those with the highest degree of technical competence.

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Posted by JBinder

 

Simplifying Talent Management

September 20th, 2011

For many organizations, talent management has become nothing more than succession planning – having back-fills ready to assume the highest priority roles which are usually executive roles. What’s lost in these environments is the opportunity to develop a strong organization top to bottom, where developing everyone’s capabilities leads to improved commitment and performance. But the problem with focusing on developing strength for the entire organization is that it can be costly and cumbersome to manage. Can you really focus talent management energy on the entire organization without excessive cost and overwhelming administration?

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Posted by JBinder

 

Good Employee Relations = Eliminating Chaos

August 9th, 2011

Employee relations issues are HR-speak for those situations that arise in the workplace that get in the way of desired performance and create an atmosphere of conflict and negativity. They zap organizational energy and productivity. We’ve all experienced them in some form or another. If you’re lucky, these situations can be contained to few participants, but quite often these situations grow to affect many and lead to chaos if left unchecked. But employee relations issues can be eliminated or held to a minimum, and chaos averted or eliminated, so high performing talent can develop and flourish.

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Posted by JBinder

 

More Than Just Organization Structure

July 7th, 2011

Is an organization chart just an orderly illustration with names and titles in boxes indicating who reports to whom? Or is it more than that – a decision-making tool that plays an integral role in driving behavior, performance, and career development? If you’ve been following my posts, than you know I believe the answer is that it’s much more.

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Posted by JBinder

 

The Benefits of Effective Role Descriptions

June 7th, 2011

Do you enjoy writing a job description? Let’s face it, the mere mention of writing a “job description” leads to a wrinkling of the nose reaction or the “you’ve got to be kidding” glare. But well defined roles can be one of the most effective tools a leader can employ to accelerate performance and achieve key organizational goals.

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Posted by JBinder

 

Destination Clarity Drives Business Success

May 13th, 2011

In my previous post I described how people models, or frameworks, can be applied to the people portion of the business to consistently create and deliver value for the organization. One critical element of that framework is the organization’s mission, goals, and values (MGV) – its destination – which serves as the most critical component of the framework.

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Posted by JBinder

 

People Frameworks Deliver Value

April 6th, 2011

Perhaps you’re familiar with some of the facts about small business creation:
• In 2008, over 625,000 employer firms were created, but almost 595,000 employer firms failed (US Census Bureau).
• According to the US Department of Commerce, only 1 in 4 non-franchise businesses live 5 years; however 19 of 20 (95%) franchise businesses live at least 5 years.

Why do franchise businesses survive at a higher rate? Simply put, because they have a model, or framework, to follow.

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Posted by JBinder

 

Pay for Performance Without the Salary Increase

January 20th, 2011

Last May I blogged about separating base pay from the performance management process to unleash the power and potential of performance management while still maintaining a pay for performance environment. At the time, I believed that not only could this be done, it could be a highly effective way to create a high performance and growth oriented culture. It’s been almost seven months now, and I’m pleased to report that this transformation is taking root with well-managed entrepreneurial companies right here in the Kansas City area.

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Posted by JBinder

 

The Value in Sound Succession Planning

November 12th, 2010

Perhaps you’re a small business owner struggling to find the time to grow or expand your business. It can be challenging because it’s difficult to extract yourself from day-to-day operations so you can spend the necessary time researching or planning a strategy. What you could really use is somebody, or somebodies, that you trust to handle the day-to-day activity. But maybe you’re uncomfortable with the talent or experience on your team. What’s a leader to do?

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Posted by JBinder

 

Sales Compensation Lessons for Small Business Success

September 28th, 2010

Why does sales compensation always seem to be, or sound, so complicated? It’s funny – or sad, but I can’t remember a discussion with a small business sales or business leader about their sales compensation program that struck me as simple and straight-forward. So many measures, difficulties tracking results, and uncertainty about the real success of the program; it’s no wonder that small business leaders’ are confused at the very mention of sales compensation.

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Posted by JBinder

 



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