SHRM Local Chapter – Bringing Local HR Professionals Together

Society for Human Resource Management pic

An accomplished human resources, strategic planning, employee communications, and board relations expert, Steven Darien has three decades of industry experience. In his present position, he is the chairman and chief executive officer of Cabot Advisory Group, where he provides expertise on human resources and personnel management to various companies. Steven Darien also holds membership with the Society for Human Resource Management.

The Society for Human Resource Management (SHRM) focuses on creating conducive workplace environments where both employers and employers can thrive. SHRM is a trusted voice on all matters relating to the workplace and welfare of workers. With a presence in 165 countries, SHRM accomplishes its mandate through membership at local chapters, where volunteers can make a difference.

Benefits of local SHRM chapter membership include creating an environment where like-minded HR professionals can connect and discuss various issues affecting their profession. Through local chapters, members can make an impact in their communities by taking part in numerous initiatives such as workforce readiness, as well as advocate and contribute to the legislative process on issues pertaining to the HR profession. In addition, honors such as the Pinnacle and Excel awards recognize and reward local chapters which have excelled in community services by giving their members a chance to contribute positively and be part of a winning team.

What Is Human Resource Technology?

A graduate in economics from Rutgers University, Steven Darien is the CEO and chairman of Cabot Advisory Group. With excellent communication skills and a deep knowledge of human resources, Steven Darien has provided many organizations with strategic human resource management advice on various critical issues, including board relationships, succession planning, employee communications, organizational design, and human resource technology.

A bucket term for software and associated hardware for automating the function of human resources within organizations, human resource technology has rapidly developed in recent years. Drifting from their on-premises systems to advanced cloud platforms, many employers are moving into the second generation of human resource management. Human resource technologies covers talent acquisition and management, performance management, workforce analytics, benefits administration, and employee payroll and compensation.

While numerous small and medium-sized businesses are reluctant to put money into human resources technology because they believe it is expensive, it can be advantageous to businesses if they choose the best solutions that match their specific needs. An example of a human resource management tool is talent management software (TMS), a tool that contains all the integrated human resource systems, talent management suites, and other all-in-one human resource tools that attempt to multitask including training, scheduling, benefits, payroll, and recruiting, among others. As it enables the automation of every process that lies within the talent management realm, talent management software can help smooth the flow of information across all the above-mentioned processes.

A Brief Overview of Equal Employment Opportunity Laws

 

EEOC pic

EEOC
Image: EEOC.gov

An MBA graduate of the Columbia Business School, Steven Darien serves as the chief executive officer and chairman of the Cabot Advisory Group. Steven Darien relies on more than 30 years of human resources experience to help his clients improve their business operations.

One human resource issue that many professionals encounter is equal employment opportunity (EEO) violations. According to EEO laws, employers are forbidden from discriminating against a candidate based on the person’s disability, sex, age, nationality, race, political affiliation, religion, and pregnancy status.

Depending on the state, it may also be illegal for employers to discriminate based on sexual orientation. Violations of EEO laws can occur at any point during the job hiring process and term of employment.

For example, job advertisements cannot show a preference for someone of a particular race, sex, religion, or another protected group. Similarly, these advertisements cannot discourage any candidates from applying based on any of these identifications.

The United States Equal Employment Opportunity Commission (EEOC) is responsible for handling EEO violations. Persons who believe that an equal employment violation has occurred must file a complaint with the EEOC to start an investigation. The EEOC then has the ability to subject an employer to investigations and sanctions. Consequences of EEO violations are also administered at the discretion of the EEOC, such as removing employers from their positions.

The Potential for Marketing and Human Resources Collaboration

Steven Darien

Steven Darien functions as the CEO and chairman of The Cabot Advisory Group, LLC, in New Jersey. As such, Steven Darien leverages substantial experience in HR leadership capacities to provide strategic human resources (HR) management services, the importance of which many underestimate.

More companies are realizing the value of collaboration between the marketing and HR departments. A marketing department looks carefully at a company’s values and culture and then distills that information into a message for public consumption. HR teams do something similar, except that they deliver the message to potential hires. When these teams work together, the recruiting process can become much more successful in finding people who are excited about the company and eager to contribute.

Research conducted by Deloitte showed that the majority of employees leave their positions because they feel disengaged with the company and its mission. When companies have a clear mission beyond making money, they are more successful at engaging employees, which reduces turnover and helps attract the best talent.

Researchers Reveal Methods Used to Generate Organizational Strategies

 

Steven Darien

Steven Darien

Steven Darien previously served as the vice president of human resources at Merck. Currently the chairman and CEO of the Bridgewater, New Jersey-based Cabot Advisory Group, Steven Darien consults with companies regarding human resources issues such as business and strategic planning.

How different business executives come up with new strategies varies greatly. To find out the different methods used, a team of researchers from the Harvard Business Review interviewed 92 chief executives, founders, and senior managers on how they came up with their business strategies.

The researchers found four different strategic decision-making methods employed by organizations:

1) Unilateral

Up to 36 percent of participants used this method. Here, top leaders make decisions alone without the input of employees or stakeholders and without an outlined procedure to follow. While this process results in quicker decision making, it lacks checks and balances and often results in poor decision-making.

2) Ad Hoc

This was used by 18 percent of the polled leaders. Here, when a strategy needs to be developed, management pulls the team together and comes up with one. There is no set process. The people involved and the steps followed change each time. This approach is flexible and can be tailored for any need, but it is difficult to measure its success because its variables are used differently every time.

3) Administrative

Used by 15 percent of the executives polled, this method emphasizes process over input. There is a clear process or routine to develop strategy, often involving significant data collection, but the employees do not have a large role in the final decision. Top leaders collate data and subsequently develop strategies. Without input from stakeholders, the data collected stands to mislead.

4) Collaborative 

This method was used by 30 percent of the leaders polled. Here, there is a defined process for developing strategies and stakeholders are very involved in contributing to the final decision. Though inflexible and slow, the process elicits richer discussions and no important factors slip through the cracks.

While researchers could not determine a winner among the four, they were most skeptical of the unilateral decision-making method.

Four Skills for a Successful Human Resources Professional

 

Human Resources Professional pic

Human Resources Professional
Image: thebalance.com

Steven Darien brings more than 30 years of human resource management experience to his position as the chairman and CEO of The Cabot Advisory Group, LLC, in Bridgewater, New Jersey. Human resources professionals such as Steven Darien possess a number of skills that contribute to their success. The following list details some of these traits.

1. Communication. From interviewing applicants and discussing business needs with managers, HR professionals engage in a significant amount of communication on a daily basis. Effective communication skills enable them to navigate interactions with company personnel successfully and relay information in a clear, concise manner.

2. Discretion. HR professionals manage the personal information of every employee and manager within a company, giving them access to a considerable amount of sensitive information. Employees may also share personal and work-related problems with HR personnel, which makes discretion an essential skill for anyone in the HR field.

3. Conflict Management. Handling tension between employees and managers or disagreements among employees is a core responsibility within the HR profession. Resolving interpersonal conflicts and establishing compromises requires strong conflict management skills, particularly for serious infractions and complex issues.

4. Multitasking. The responsibilities of an HR professional may shift from day to day as the role requires them to perform a varied number of jobs, such as managing job advertisements, training new hires, reviewing compensations, and resolving grievances. Strong multitasking skills can help HR personnel stay calm under pressure and handle responsibilities in a timely fashion.

SHRM Names New President and CEO

 

Society for Human Resource Management pic

Society for Human Resource Management
Image: shrm.org

For more than two decades, Steven Darien has served as chairman and CEO of The Cabot Advisory Group, where he leverages his expertise in human resources management and executive leadership to help guide the company’s overall direction. In addition to his everyday work, Steven Darien is a member of the Society for Human Resource Management (SHRM).

Earlier this year, SHRM announced that Johnny C. Taylor Jr. will serve as the organization’s president and chief executive officer. He will assume his post in November, filling the shoes of Henry G. Jackson, who is retiring following a 12-year stint at the helm. Taylor comes to SHRM having served in the same role with the Thurgood Marshall College Fund since 2010.

In her comments, Coretha M. Rushing, the chair of SHRM, praised Taylor’s leadership skills and devotion to the human resources profession. She says that the SHRM board eagerly anticipates working in partnership with the new CEO and president to further the organization’s goals.