This blog is for the busy head of people who, given recent events, might be so engaged with the day to day, that they’re finding it challenging to transform proactively and strategically rather than reactively.
HR Horror stories
A couple of years ago our sister company, Purple Cubed, published ‘Halloween HR Horror Stories’ a tongue in cheek look at some HR howlers. With stories like these making national headlines, it’s unsurprising that HR sometimes gets an unfairly bad rap. However, there are plenty of outstanding heads of people, directors of people and culture, and HRDs who add enormous value to their organisations, creating impact far beyond their core remit.
Doer or enabler?
A key issue is that organisations often expect HR to ‘sort things out’ and so they end up swamped with day to day ‘stuff’ rather than doing what they should, and want to be doing. All the time that HR continue to swoop in and sort out the issues, people will always expect them to. If there’s push back, though, with coaching on how to avoid challenging situations arising and then support on dealing with them if they do, managers and others will become more adept and more personally accountable for their own people issues.
The success of the employee experience, employee engagement and workplace wellbeing within a positive workplace culture is, if course, remit of HR. However, the execution is crucially dependent upon line managers and others who interact daily with their team members. Successful heads of people put culture first as the glue that sticks everything else together, keeps them in place and evolving healthily. Here’s a useful blog on how to ensure your company culture supports successful change.
It’s the role of HR to make sure people have what they need to perform to their aspirations and potential – a huge challenge given that every team member is different. Great heads of people take the big picture view, understand return on investment and how to argue a business case and make sure the right tools are in place for communication, wellbeing, talent management and so on. Here’s some information to help you sift through the technology swamp, for example. Wellbeing is easy though, just take a look at Wellbee.
Taking a big picture, strategic, transformational approach doesn’t disregard the transactional value of HR, though the two need to work hand in hand, where transactional tasks are delivered with a transformational purpose. Adopting a confident, consistent and, yes, insistent approach will encourage leadership at all levels to be open to new ways of working and to adopting a more holistic, accountable approach that, in time, becomes far less reliant on HR to prop them up.
Overall, giving priority to the transformational rather than leaving the big stuff until there’s time (there never will be) is helping many heads of HR to ensure their organisations are happier, healthier and more successful places to work and their own roles are far more fulfilling, influential and impactful.
If you would like to discuss the above, or anything else, contact us today.
September 23, 2020