Page 52 - An Indispensible Resource for Being a Credible Activist

31. Would most employees agree with that if I asked them?
32. What would happen if I made a recommendation regarding an employment
decision and I was overruled on that decision? Would my disagreement or attempts
to persuade corporate leadership be welcome or unwelcome?
33. For the HR person and/or Executives and/or anyone you may report to: Have you
read any of these books?
The Thin Book of Naming Elephants: How to Surface Undiscussables for Greater
Organizational Success Naming Elephants by Sue Annis Hammond and Andrea B.
Mayfield
The Seven Habits of Highly Successful People by Steven Covey
The EQ Edge by Steven J. Stein, Ph.D., and Howard Book, Ph.D.
The Emotionally Intelligent Manager by David Caruso, Ph.D.
Make Your Workplace Great: The Seven Keys to an Emotionally Intelligent
Company by Steven J. Stein, Ph.D.
Designing and Using Company Surveys: A Seven-Step Process by Allan H. Church,
Janine Waclawski, and Allen I. Kraut

34. Has there ever been an HR Director/VP/etc. here before and if so, why is this
position now vacant?
35. Will the company pay for my SHRM membership?
36. Will the corporate leadership support me in practicing HR in alignment with SHRM
Code of Ethics? (Have the code ready there with you to review.)

SHRM CODE OF ETHICAL AND PROFESSIONAL
STANDARDS IN HR MANAGEMENT (11/16/2007)

CORE PRINCIPLE

As HR professionals, we are responsible for adding value to the companies we serve and
contributing to the ethical success of those companies. We accept professional respon-
sibility for our individual decisions and actions. We are also advocates for the profession
by engaging in activities that enhance its credibility and value.
INTENT

To build respect, credibility, and strategic importance for the HR profession within
our companies, the business community, and the communities in which we work.
To assist the companies we serve in achieving their objectives and goals.
To inform and educate current and future practitioners, the companies we serve,
and the general public about principles and practices that help the profession.

CHAPTER 3 • The Credible Activist at W ork 35