My friend Mark Fogel, vice president of HR and administration at Leviton Manufacturing, and the 2007 Human Capital Business Leader of the Year, is featured in November’s HR Magazine and I was lucky enough to visit with him yesterday.
Leviton underwent a paradigm shift last year, when President Donald Hendler initiated a companywide reorganization. As Leviton moved from a function-based operation to a team-based approach centered around small business units, HR became a catalyst for change.
Mark implemented a "management by objective" structure, where now, every company decision and program must contribute to advancing one of these goals: grow revenue, develop business sources, invest in human development (HR), reduce costs and achieve quality. A new performance management system ties directly into these five goals. Senior managers set individual goals for each of the company's top 100 executives. Then, Fogel and his team review them and make sure they are covered in executive performance reviews.
Fogel and Shephard have worked hard to break down silos that existed under the previous organizational structure—beginning with the HR function. "It took us five years [2002-07] to build the foundation" for the new management structure. It's not easy work, but he reveled in the challenge.
As a true thought leader, Marc says this about the environment in which he works-
" "Today, I view myself as a business executive, and the entire HR team as businesspeople. I'm a member of the operating committee, and Kim [Kimberly Shephard, SPHR, senior director of human resources] and I attend strategic planning meetings regularly. We know every big project the company does."
By the way- Kim is my friend too.
Catch Mark’s video at
http://www.shrm.org/video/07videos/110107fogel.asp
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