HR’s true role

I’m always amazed by HR people who are not only great at what they do for organizations and employees, but what they do for the leadership as a whole.  In a recent article by Tim Sacket, he really puts the role of HR in perspective at least for me.  Tim is convinced that it is HR’s job to make sure all departments are working together for one overriding shared goal or sense of purpose. Well, plenty of HR professionals out there would tell you that is management’s role, not HR.   So, should we leave it to the other leaders in the organization?  The problem we face by demanding this of other leadership is they get lost in their own department or groups, individual goals, and have a hard time understanding, or even knowing, what the goals are of the other functional areas of your organization. Someone has to own it, to make it happen – that is where HR can be very valuable.

Malcolm Gladwell wrote an insightful article at the New Yorker called “Connecting the Dots” that looks at a number of historical scenarios in which could have been stopped or changed significantly, if someone would have connected the dots (think 9/11 type scenarios!). Gladwell doesn’t look to place blame, he looks to discover the truth and how, if we get another shot, is a better way to do it all over again. In his article he points out how competing interests, and in an organizations case, and competing groups can cause a failure in connecting the dots that could benefit everyone involved.

Think of a classic HR problem? Some senior leader comes down and is adamant on stopping Turnover (or some other metric they believe will solve all of problems.   Emergency HR meetings take place. SWOT teams are formed. Councils are created. There are No Sacred Cows. Change must happen. They want to see blood in the Hallways. Now.

So, we do stuff. We do stuff that will stop Turnover, or fill critical openings, etc., etc., etc. And it “fixes” the problem.  And, Leadership is Happy. That is until we see the fallout from the changes that were made – and there is always fallout.  It’s a tough organization problem to stop.  Why because it takes leadership that is not willing to go from one extreme to the other every time a problem pops up, and that has strong enough communication and foresight to understand that the dominos they tip over today, will knock over some more tomorrow. But it helps if there is a voice of reason yelling from the back row of the conference room (a brave voice – I might add!). It also helps, if we in HR can lead by example – and stop in our zeal to correct a problem, create more problems for the future.  HR owns the role of connecting the Dots for our organization. Someone has to do it – I pick us. We tend to be the voice of reason anyway, so it fits. But go into this role eyes-wide-open, it won’t make you popular – no one likes a voice of reason when there hell-bent on change, but eventually those will half a head on their shoulders will figure out your value, and that’s more important than popularity!

 

Your Daily Impact on Others

Good leadership is important to me.  Like most of us I have seen bad and good.  But mainly it’s important because of all the people we interact with in our daily life, whether we talk to them or not.  Each individual we come across influences us in some way, even if by a thought.  We influence others in the same way, even if by just a simple action, smile or other expression. 

When you happen to be in an “official” leadership position; either by position, title or circumstance the impact you have is even greater.

I know I have mentioned these in some form or fashion before, but these ten things remind me of the influence I can have on others and the fact that I want it to be a positive one.  I hope they help you too.

1. Remember that everyone is watching.

One of the most important things to keeping mind is that all leaders are role models.    You’re constantly setting examples, be they good or bad. And your employees will follow your lead and do as you do. Therefore, you must constantly remind yourself that you are a role model.  Be cognizant of this truth and let it steer your actions.

2. Learn from bad examples.

At some point in your career, you‘ll likely find yourself working for someone you believe isn’t up to the job.  Don’t dismiss this experience as a total loss.  This is an excellent opportunity to learn a great deal about what not to do.

3. Make the right decision.

Decision making should be rather easy:  Simply ask yourself, “What’s the right thing to do?”  The right thing is usually easy to recognize, though it may not be the decision you want to make.  Nonetheless, doing the right thing almost never gets you into trouble. 

4. Say what you are going to do, and then do it.

If you tell someone that you will return a call, do it. If you tell one of your staff you will check into something for them, do it.  Few actions will cost you others’ respect faster than failing to keep your word.

5. When a tough decision has to be made, deliver the message yourself.

When call upon to make a difficult decision – be it downsizing a department, terminating a poor performer, taking business away from a long-time vendor or relocating your organization – take it upon yourself to deliver the message.  Don’t hide behind the staff, letting someone else communicate the bad news.  Handling it yourself will force you to contemplate your actions thoroughly and completely understand their implications.

6. Let them know where they stand.

Too often, performance reviews catch employees off guard.  To be a leader that people want to follow, you need to consistently let others know what they do well and what areas need improvement. A truly successful appraisal process will see employees receiving the outcome they anticipated because they were consistently advised of their strengths and weaknesses throughout the year.

7.  Always ask for others’ opinions.

When faced with a tough decision, ask your staff for advice.  By requesting their opinions on various matters, you show that you value their ideas.  You may even hear a suggestion that hadn’t crossed your mind.  Remember, you’re not obligated to do anything anyone suggests, but just asking will bring invaluable dividends.

8. Share your philosophy.

When making decisions, take the time to explain to your staff how you reached those decisions.  The more they know how you think, the better they will become at meeting your expectations.   Tell prospective employees during the hiring process what working for you is going to be like.  Tell them ahead of time what it will take for them to get ahead and what mistakes could cost them.  Expressing your philosophy is the first step to getting your staff to repeat your message on their own.

9. Personalize it.

Remember the little things, such as birthdays and anniversaries.  You don’t need to buy a gift, but handwritten notes go a long way.  And saying something specific shows that you think your people are worth spending extra time on.  Also, remember them during the holidays; give them all the same thing or personalize each gift.  Listen throughout the year for things they like, collect or do for a hobby.  Nothing builds camaraderie like showing your staff you have a personal interest in them.

10. Set high expectations.

Set expectations high for yourself and others.  Demand quality.  Don’t give in if you know the work could be better.  By setting high personal standards, you also show that your hiring standards are high.  This translates into a reputation that you only hire the best, which says a lot to the people who work for you: It means they must be great if you hired them.    They develop a great sense of pride in working for someone who only expects the best.

Maintaining a Great Culture

In 2009, Honest Tea was named a “Best Place to Work” by Bethesda Magazine, and this year, it was picked as a Winning Workplace by Inc. magazine.  Miri McDonald an expert on organizational development, recently spoke with Debra Schwartz who is the director of human resources for Honest Tea, a beverage company based in Bethesda, Md.  They spoke about Debra’s role in cultivating the company’s progressive culture. An edited transcript of their conversation follows.

What factors do you feel have contributed to winning these important awards?

Culture, which starts with hiring. The only way to maintain a culture is to hire the right people. Anyone we interview, no matter what position, is asked: “Why do you want this position and why do you want to work for Honest Tea?” The answer has to be creative, passionate and real for them to make it to the next round.

You are a member of Honest Tea’s executive team. Some companies don’t include the director of HR as part of their leadership. How do you think this decision has benefited Honest Tea? What do you say to companies that don’t include HR as part of the executive team?

HR belongs at the table for many reasons. HR brings an internal perspective and represents the employee’s view.  If you leave us out we cannot be the business’ advocate to the employees, we cannot explain all points of view.

What do you think are the top five trends for human resources over the next few years?

• Use creative models to add value. That means being creative with salaries, bonuses, and benefits without taking anything away from the employee. At the end of the day if we are not making money, then HR doesn’t exist.

• Position HR as customer service and internal marketing. HR is here to make the lives of employees easier and better.

• Make smart use of fringe benefits. This term has long been associated with company cars, lavish expense accounts and the like. The new trend is wellness-related benefits.

• Be limber. Don’t box yourself. As long as you’re not doing anything illegal or unethical, it’s OK to break the rules and bend with the business to make employees happy. Happy employees lead to even more loyal customers.

• Remember the personal follow-up. Employees like to know that their company cares about them. Whether someone is new or has been there a long time, a personal touch such as a call, e-mail, or short interaction to ask how they are, and what is going on in their lives goes a long way in building relationships.

I am proud to say that Honest Tea is ahead of the pack and already making strides in these areas.

What other advice do you have for human resource professionals that strive to make their companies a better place to work?

It is HR’s job to take care of the employees, their needs and their families’ needs so that the employee can take care of the business and customer. Listen, really listen to their needs and wants, and adjust accordingly.

Potential candidates may have the experience, education and skill set to do the job, but what do you include in your hiring practices to ensure your next hire will be a representation of your organizational culture?

Not all Leaders are CEO’s

Not every leader can be a CEO, just like not every CEO is necessarily an effective leader. However, even if an employee doesn’t have the potential to become the next CEO it does not mean that their leadership skills can’t be developed and nourished.

 Successful organizations seem to have ability and a passion for leadership development throughout their organization. One recurring theme in this type of organization is the fact that they hire well and they fire better. Generally their managers have been trained on the interviewing and hiring process.  Unfortunately, not a common practice. Ask yourself how many of your managers have really been trained on the interviewing and selection process? Companies that actually do train their managers have a high success rate for finding and keeping good employees is above average. Recruitment and retention becomes part of their culture and the responsibility of everyone. Leadership is more than just a word in these companies and leadership potential is sought out, encouraged and developed.

Every successful leader I have ever known has taken direct responsibility for the development of leadership in others and some have not had  official leadership roles.

It’s never too late to accept the responsibility for your personal leadership development or the development of leadership skills in your subordinates. One of the biggest needs today in the majority of organizations is the unique leadership ability to transform the organization to win in tomorrow’s environment. This is not just the responsibility of the CEO. Leaders at all levels of the management hierarchy need to develop this type of leadership. Then and only then can an organization create and maintain a competitive advantage.

An effective leader must be able to interact with employees, peers, seniors and many other individuals both inside and outside the organization. Leaders must gain the support of many people to meet or exceed established objectives. This means that they must develop or possess a unique understanding of people. The ability to coach-mentor and teach leadership skills to others is the driving force that will create a winning organization. Being an effective leader requires the understanding of the principles that govern employee behavior. Accomplish that and success is imminent.

If you can teach and develop leadership in your employees, your personal leadership effectiveness will improve. That old saying; “If you want to learn something fast — teach it.” holds true for leadership development.

There has been much debate about being a “Born Leader” vs. “Learned Leader”.  I won’t get into that, but I will say that either way, effective leaders go through a never-ending development process. You never stop learning, you never stop growing and you should never stop teaching and developing leadership in others. So read, attend classes, hire a coach, do whatever you can do to develop yourself and those around you.

More on..Creating a productive culture during tough times

I heard from many of you after posting this weeks blog about creating a productive culture during tough times, so I have added some additional thoughts to consider. Cultures are difficult to change and it takes a concerted, visible and powerful energy to shift them. One of the real benefits to completing your strategic framework and communicating it constantly is that it will drive a culture that fully supports getting you to where you want to go, even in tough times. When things are clear and straightforward to employees, they develop a sense of direction and focus and can move quickly. Everyone wants to be a winner and do their best each day. Your job as a leader or manager is to set yourself and others up to be successful. Leadership and management behaviors are the single greatest influence on an organization’s culture. Don’t leave success to chance!

Although I believe these are things all good leaders should do regularly, during tough times it is especially important to:

• Reiterate where the company is going and why, as well as the core strategies to get there.

• Provide persuasive reasons why the company/team can win – what are the strengths that will prevail.

• Paint a compelling vision of the future (with as much visual detail as you can create) – describe what winning now looks like.

• Deliver ongoing feedback – communicate even more with direct reports about how they are doing and continue to reward (in low or no cost ways) and realign behaviors. Remember that when you don’t communicate enough, employees make up much worse scenarios than the truth, especially in tough times.

• Structure ongoing communications to all employees through a variety of channels to keep the goals/destination at the focal point.

Don’t…………

• Assume employees understand why or how your organization can succeed when they see a lot of ‘news’ about failing companies all around them.

• Make promises you can’t keep (i.e. there will be no layoffs)

• Ignore the confusion or frustration created when initiatives or projects have been scaled back – talk about the why and the how things will get done going forward.

• Assume a one-time, feel good meeting can fix things or that employees won’t see thru it if there is no new strategy behind the changes. Wasting time in a cheerleading session creates even more employee frustration if the content is not very focused on their situation, not truthful, or if it does not provide real ‘meat’ specifically about why the company can win.

HR – Are you the Management Advisor or the Surrogate Manager?

A friend of mine who is the head HR for a multi-location 3,000+ employee company gave me some feedback on my July 14th blog concerning the power of knowledge as it relates to the Human Resources profession. She (I’ll call her Angie) explained how frustrated she felt as she read it. She described her day as having been particularly hectic and, at the end of the day sought out my blog for some inspiration and motivation, but that instead it frustrated her. As she read it, she couldn’t help thinking how hard it can be to even get to ‘the table’ much less find a seat, when you are consumed with extinguishing the fires created largely by those who are at the table. Having been there myself, I could certainly empathize with her. Too often HR serves as the surrogate manager – acting on behalf of the manager when the heat is on to make a tough, risky decision. There are lots of reasons this happens and occasionally they are legitimate. However, for the most part, HR acts for the manager because we think it will take too much time to teach and guide the manager through owning the resolution. Our intentions are always good – we usually move in to protect the company against a potentially serious and costly mistake. No doubt, our actions are driven in part by self-preservation, since HR will likely have to face bigger problems arising from a manager’s failure to completely and properly resolve the problem. Inevitably, however, doing the manager’s ‘dirty work’ simply results in HR doing more and more dirty work, while managers lose an important opportunity to grow and learn. And, of course, there’s that seat at the table….yours..the one that goes unfilled while you do someone else’s job. Angie’s company is growing rapidly – an enviable problem to have in this tough economic climate. The company has hired or promoted several new managers and directors. Angie has quickly gained the respect of her colleagues by her responsiveness and skill in dealing with tough issues quickly and effectively. However, some of her peers have begun to forfeit their management responsibility and by sending their employees directly to Angie when problems arise rather than dealing with the problems either directly or seeking out Angie’s advice on how to deal with the problem. When this cycle begins it’s usually not a big deal. In fact, if we’re honest with ourselves, sometimes it’s even flattering. But, with several new managers, limited training and a rapid rate of change and growth, it can quickly become a bad habit – one which we helped create and which we also must break. I suggested to Angie that she meet with her colleagues, explain her role and encourage them to tap into her expertise (knowledge) to help them increase their effectiveness as leaders. Importantly, she must also convince them that neither her value to the company nor their future growth potential is well served by her acting in their place. Rather, is her knowledge and ability to be a strong support partner combined with their courage in stepping up to the plate during tough times that will yield the greatest return for the company – and for their careers. So, if you find yourself frustrated and distressed at being left behind to do the manager’s job, ask yourself how much of the issue you are responsible for creating, and what can you do to change it? You’ve got the knowledge, and therefore the power to turn this situation around – and empower the managers to learn and grow.

I would love to hear from HR leaders who successfully turned this situation around in their organization.

“Downsizing” Can it be done right?

“Downsizing” is a familiar term in many organizations today.  Regardless of the size of your organization or the impact to the number of employees, it generates fear and anxiety for not only those losing their jobs, but also those who remain.  So what sets some organizations apart?  Why do some employees who have lost their jobs during a downsizing event stay positive about the company who just let them go?  Why does another employee condemn their former company every chance they get. 

My experience has been that companies who take the crucial extra time to carefully consider their decision, thoughtfully plan out all the details of before, during and after and ensure skillful implementation can make a difference in how an affected employee reacts to the circumstances, but just as important how the remaining employees view the organization and perceive their future.

Let’s face it no formal business training really prepares managers for the task of terminating an employee. So as with all fears, once a decision is made we want to get it over with, so we can move on.  These are emotions we must move past to enable managers and other leaders to more effectively balance the human needs of the terminated individuals with the business needs of the company and remaining employees moving forward.

Every downsizing event has some predictable outcomes such as feelings of betrayal, loss of trust, turf battles, and cynicism about the corporation’s future.

But downsizing can also bring significant opportunities for leaders to create new energy and enthusiasm which often goes unrecognized.  If thought out and planned organizations can take the event to reaffirm its vision of the future.  To establish a revitalized culture which rewards individual and team initiatives and creates new alliances across departments and divisions.

Gaining the confidence of those that stay behind requires a sense of closure concerning any mistakes of the past. Management must identify any mistakes that could have increased the risk of a downsizing, take responsibility for them, and address them in a way which assures employees they will not happen again. This requires personal integrity as expressed through candor, honesty, and directness.

In downsizing, it is incumbent upon a corporation to affirm, in practice, the importance of its employees. This can be expressed through considerate treatment of those who are leaving and through a renewed commitment to the professional growth of those who remain.

I would really appreciate hearing your experiences of what companies could do to mitigate the negative effects of downsizing for those who remain.

Knowledge is Power

The origin of the quote “Knowledge is Power’ has been attributed, in various forms, to many powerful and wise people for centuries. It’s a quote with amazing staying power and for good reason …it’s true.  At least it’s true in the world of Human Resources.  In fact, in my opinion, knowledge is the key differentiator between those HR professionals who have a seat at the table and those who do not.   Not HR knowledge—we’re expected to have that.  Business knowledge  – that’s the currency HR people must have to earn the credibility to influence the direction of the company.

I have found that the most successful HR professionals gain the business knowledge and use that knowledge to benefit the organization.  They work with members of the leadership team to strategize on issues that impact an organization.  They absolutely can’t do this if they do not have the business knowledge.  Sometimes this involvement isn’t as welcome as one might think.  But good leadership involves responsibility to the welfare of the group, which means that some people may get uncomfortable if or when HR gets involved.  But if it’s part of the culture you help create because of the respect you’ve gained and the value you provide it becomes a given.  I find that typically those that are uncomfortable with the HR function fall into three categories.

1.      Those that don’t really know what HR you can do for them.

Well, it’s your job to demonstrate what you can do for them.  Share past experiences/successes. Schedule time to understand their business as well as their people struggles.  Offer to help them with an issue. Step out of the box.

2.      Those who lack confidence in their leadership ability, or just can’t lead….and it shows.

Every organization has one or more of these individuals.  However, HR’s responsibility is to the Company and its people, not just one manager.  If your standard operating procedure is understanding the business you support and its people, and your CEO recognizes that, this one is easy.  Do I hear bulldozer?

3.      Those that don’t respect the HR role because HR hasn’t demonstrated their business knowledge and value.

This one is our own fault.  As HR professionals we need to wake up to the harsh reality that while we are committed to people, we also need to be committed to the financial impact of those people.  In order to gain a voice and be respected as a peer, you must know all the aspects of the business.  This is up to you.  Sure it is going to take time, but think of the knowledge you’ll have gained in the process.  Think about it.  How can you gain respect from the CFO if you don’t know how to read a balance sheet or don’t understand how revenue recognition works.  Cost impact and return on investment are fundamentals to any successful conversation with your CFO, CEO or other competent executive. 

Being around corporate executives longer than I wish to admit, I have found that even given a seat at the table some HR Professionals don’t use their voice wisely.  Yes, HR is about the people, but the people can’t be supported if the HR professional isn’t heard at the table.  Those HR Professionals that seem to be the right hand to the CEO are the ones that made it their business to know the business. 

Your thoughts and comments are always welcome

HR Integrate vs. Administrate

Back in January Charlie Judy, HRFishbowl, asked for posts for his blog, HR Trench entitled Integrate vs. Administrate.

Well I didn’t have my Blog back then, but was so impressed with the response provided by Steve Browne, Executive Director of Human Resources for LaRosa’s Pizza that I saved it.  I reviewed it again yesterday and still think Steve hits the nail on the head when differentiating being happy in your HR role or Not.

Steve wrote:  I know too many HR folks who are miserable in what they do as a profession.

In looking at this, I had to ask myself the question – “Why are they miserable and I’m not ??”

The answer was pretty clear only because of how I have been encouraged and “allowed” to perform at my Company.  About a year ago, my boss, the COO, asked me to draw a picture of what HR should be at our company.  I honestly was a little baffled because he literally wanted a picture of what I’d like HR to be.  After some deep reflection, and many cups of coffee, I came up with a picture and went back to present it to him.

I followed the “before and after” model that you see in those weight loss commercials because I wanted to express how HR was being utilized now and what it should be.  The “before” model showed every department as silos – including HR.  HR was only used if, and when, people needed it primarily for administrative tasks or employee relations problems that were now teetering on legal action.  In contrast, the “after” model took HR and spread it in a row that spanned all of the departments.  I explained that HR should be integrated throughout all departments and levels of the company because all of them have humans!!

Seems simple, but it worked.  He agreed that HR should be integrated vs. administrative.  Strategic on a regular basis vs. processing paperwork.

This frees me every day knowing that HR is expected to be integrated to move the Company forward.  I wish HR professionals everywhere would follow an “integrated” approach!!  If they did, they would see that the “trench” that we’re in is actually very cool and exciting!!

Thanks guy’s for reminding us we are in a great profession full of so much potential.

LaRosa’s has been in business for over 50 years, and has 63 locations in the Ohio, Kentucky, and Indiana region.  Steve has the daunting task of building and maintaining an environment and career experience that keeps LaRosa’s employees engaged in this highly competitive multi-location business.  You can follow Steve on Twitter and follow Charlie Judy on http://www.HRfishbowl.com.