The workplace landscape has changed significantly over the last decade. The mere fact that we have four different generations at work creates several challenges. Add to that the fact that individuals in each generation have a different value system and work ethic, and you will see why it is so difficult to find and implement successful performance management systems today. To increase the vulnerability of the traditional HR vision, we now have, at the very least, threats and, at the most, real life shortages of qualified workers. To be successful in this turbulent environment, HR leaders need to break down the barriers and silos between them and management.
HR´s vision really needs to change to allow for the formation of a strategic partnership. HR staff members also need to elevate their skill set and formal authority to function as consultants to business partners so they can demonstrate how their unique perspective can positively affect business needs. The goal is to demonstrate that HR´s expertise will produce better business outcomes. Remember, laying the groundwork for true partnerships with managers and line staff takes time and is often accomplished in incremental steps.
Refocusing HR´s vision and assuming a proactive posture is not an easy task. The following is a pragmatic framework that will allow HR to become a strategic business partner that can provide creative solutions to the challenges of managing human capital.
Transactional to Demand Driven
Tactic One: Identify institutional and functional baseline HR data to better understand what is being done and why. If you find your HR staff is frequently putting larger strategic concerns on hold to address more immediate concerns, you need to know why this is routinely happening. Next, you need to develop a plan that will allow your HR staff to be proactive instead of reactive.
Tactic Two: Design a process flow for both routine and strategic HR functions so that you can identify the transactional functions that need to be outsourced. If your HR staff is buried in transactional functions, a proactive posture is not possible. Form relationships with external experts who can add value when needed and reduce the amount of time your staff spends on functions that can be done quicker and cheaper by outsourcing.
Tactic Three: Reassign tasks and position HR for the new role as a strategic business partner. Be approachable, visible, and aware of your impact as a business partner. Building trust is the first step. The second step is to help others recognize HR´s alignment with larger strategic goals and to what extent HR is actively advancing on these goals.
Tactic Four: Design and implement a two-way accountability structure. Once HR consultants and managers have integrated their knowledge base, better business outcomes will be obvious. Publicize and monitor these outcomes. Be ready to identify and participate in continuous improvement processes and focus on continued integration with management.
Tactic Five: Create a quantitative metrics process to gauge success for the new model and drive future revisions. Remember to measure outcomes, not activities! Success will be demonstrated by increased retention, decreased turnover, higher average performance scores, reduction in time to fill, and better employee opinion surveys.
Remember, it is imperative to always maintain a business focus. Any recommendations for change need to support the mission and vision of your organization. Nothing should be done for the sole purpose of just making HR look good!
