Wednesday, April 13, 2016
I have noticed over the last year that expectations for speedy HR delivery has increased. In past years, it was ok to say that an HRIS implementation will take 18 months and a compensation review would take 6 months. I have been involved with both projects recently and the expectation has been cut in half. As a consultant, my client feels these pressures, which for me, becomes hard to strike a balance between what the customer wants and how to best deliver a quality project on time and on budget.
The drivers behind these expectations seem to be born out of the organization's business needs. The business has to deliver quicker, smarter and on time and so should HR. Another source that impacts the expectation around HR service delivery is our own profession telling us to "be more strategic." Its hard to be strategic when you are mired in inefficient processes and legacy technology.
As I look back over the last year's worth of projects and customers, I have noticed five common themes in terms of making sure HR service delivery is successful:
1) Does leadership support HR's vision for effectiveness and efficiency? Business leaders just want things done correctly and timely. Timely usually means today or even yesterday. HR must be able to articulate the value of improving service delivery and WHY it matters to the business. A business case is the best tool for this type of communication.
2) What is the current state of HR delivery? Be careful what you ask your customers. A simple survey regarding performance and importance of HR services can be a huge eye-opener. For example, you ask managers what they value most from HR, and they respond management training but give HR a needs improvement. What do you do?
3) Is there opportunity for process improvement BEFORE any technology solution is considered? Do not automate bad processes. If you have a recruiting process that is cumbersome and paper intensive, automating that process to "paperless" won't make it a better process. If you automate multiple approvals with complicated routing, you will be at the same exact place you started, minus a huge stack of requisitions.
4) What is the impact to employees? If any HR process changes, HR needs to explain the WIIFM clearly to employees. When you announce an Employee Self Service approach, do you think employees think that benefits them or HR? I have heard comments like, "what is HR doing now, that they aren't processing my W-4's?
5) How will I know HR is successful? Calculate the ROI. Period. End of story. In addition to ROI make sure you have a very good set of HR metrics coupled with analytics that point to HR efficiency, effectiveness and HR IMPACT!!!!
I believe my job is to be able to support HR leadership in the five areas above. Its difficult to manage all of these balls in the air, but I love it. I enjoy working in this profession that is changing rapidly both in terms of expectations but also skills sets and definitions for success. I say, "Let's be more than an HR business partner, Lets be a BUSINESS LEADER, that just happens to get HR!"
Monday, January 18, 2016
Many times over the last two years I have worked with clients that wanted to create performance metrics for their organizations. The clients have often thought that once you have these metrics the skies are blue and everything is done. Well, unfortunately that can’t be farther from the truth. Once performance metrics are created, organizations automatically set the expectation that “things are different” and we are now “accountable.” What if the culture is one where metrics have not been important and performance is not a top priority? The next issue after metrics are created becomes that of the potential of uncovering inefficient processes. Now what? Who is in charge of re-engineering that process? Who is going to make sure our culture is performance based?
The key is to make sure when you are considering creating performance metrics whether in HR or any other function in the organization that you use the best practice of including change management and process improvement in the initiative. All three parts are essential for metrics to be successful.
I had the honor of discussing this three-pronged approach with two very smart colleagues of mine, SusanHagood, Evolution Management, Inc. and AliciaButler Pierre, Equilibria, Inc. Susan is a subject matter expert in the area of Change Management and Alicia in the area of process improvement. Below are some of their observations regarding the need to take a more holistic approach when creating performance metrics.
In todays ever changing business environment change is becoming the norm for most organizations. I think about my clients and it’s easier to count the ones that DON’T have a change in progress.
When embarking on establishing performance metrics organizations are best served when changes to people, process and practices are considered and acted upon. . Metrics can uncover inefficiencies, skill gaps and production issues. With this in mind, employees need to understand WHY the organization is moving in a direction of higher performance. The need for clarity is probably the one of the most basic components of change. Explaining the WHY behind the WHAT goes a long way with employees. This message needs to come from the top down and not be in “consultant speak”, but in words that employees can relate to.
In order to get buy in from employees on the upcoming change Ms. Hagood suggests:
“From a change management perspective, it’s important to invite the employee to share their ideas about the efficiencies and continuous improvement of their roles and responsibilities. They are on the front line – what does it take to be successful? What would make the work easier, faster, and more customer-focused? It’s very important with any personal change that is going to be required of an employee that they understand why the change is necessary and that they have a voice in what that change will look like. Encouraging the dialogue and planning that supports change planning can be very motivating and exciting to the employee – just the type of engagement the employer is looking for”
Ms. Hagood, discusses the importance of communications throughout the change initiative:
“During times of change – remember to communicate as frequently as possible through as many avenues as possible, since employees may not be exposed to certain messages. You can’t communicate too much.”
To read more from Debbie King also from Evolution Management and Susan on change click here.
Many times as organizations will measure cycle times, backlogs, quality and customer service, which can point to a need for process improvement. When this is the case it’s important to keep in mind, the process owner.
According to Alicia Butler Pierre, “Process owners have the responsibility of ensuring that: 1) the process works, 2) people know the process and how to follow it, and 3) the right metrics are being used to track performance. “
When asked, “How would you ensure that the metrics are used to actually improve the process?” Ms. Pierre offered this insight:
“Processes and metrics go hand-in-hand and both should be tied to performance evaluation. Otherwise, they will simply sit on the shelf and collect dust. Processes are intended to be fluid, not static. In fact, the lack of change usually means the lack of innovation and growth for the organization. If you aren’t measuring, then you aren’t improving and if you aren’t changing, then you aren’t growing.”
“The Six Sigma methodology offers a proven formula to ensure processes and their associated metrics are used for continuous improvement. It includes using historical data to first define a baseline or expected level of performance of a process. Afterwards, you can measure and track metrics on a graph to monitor upward or downward trends. Upward trends could indicate a rock-star performer. Downward trends could indicate that either the process needs to be improved or the performer may need additional training."
Using the right metrics along with a solid change management plan allows Process Owners to identify when poor performance is the result of a process or people-related problem. To read more about this, click here.
Metrics are designed with continuous improvement in mind, whether it is people, process or practice related. Having sound change management and process improvement principles will ensure successful measurement outcomes.
Wednesday, August 5, 2015
Susan Richards, Managing Director, Steelbridge Solutions, Inc is our guest blogger this week. Susan has extensive experience leading change in organizations and for clients. Susan has been a consultant specializing in the HR space for 20+ years. Her methodology for change management is both simple yet effective. Educate your stakeholders on the change and let them know what to expect before, during and after the change. I am honored to work with Susan on change projects as a learn so much!
In a LinkedIn post about communicating organizational change, Maya Orbach points out that most organizations spend a disproportionate amount of time and energy on leaders and top management. Ideally, every employee is a target for change messages; however, scarce resources usually make that impractical. In that situation, Orbach suggests that companies focus on three important audiences: future leaders, social hubs, and vocal members. These informal groups are influential, and you can count on them to spread the word.
Orbach is spot-on with her priorities, but we would add another critical group—your project team. Just because you've assigned them to your Merger Task Force or entrusted them with your Talent Management Implementation, you can't assume team members have bought in. It's rare that an organization-wide initiative has unanimous support, even at—especially at—the leadership level. When the project moves forward in spite of objections, the naysayers don't automatically climb aboard. They go underground, where they can scuttle your multi-million dollar project faster than a bomb in a battleship.
Since most project teams represent organizational functions and business units, they will most likely be a scaled-down version of your company's political and power structure. If everyone in your organization is happy and cooperative, you can stop reading now. But if the VP of Finance and the Marketing VP clash like stripes and plaid, or if business unit leaders regularly butt heads over strategy and headcount allocations, chances are that their delegates on the project team will be at odds, too.
Healthy differences and vigorous debate can be constructive, but ugly, open attacks waste time and divert attention from the task at hand. Even worse is covert infighting, when team members pretend to get along while they act as spies for their sponsors. They'll agree to an important decision—until they report back and their boss blows a gasket. Next time you meet, guess what? They will openly disrupt the consensus. They may act as a chronic roadblock, interfering with progress in general, or they may object selectively to any recommendation made by their boss's opponent. In extreme cases, they will keep quiet until it's time to launch, and then sabotage the results.
Intra-team rivalries or disagreements may emerge because sub-teams have different perspectives or competing agendas. For example, the project team is eager to complete tasks and meet deadlines, demonstrating tangible outcomes. The change sub-team, on the other hand, moves more slowly with less tangible results. Other issues relate to team members who may be threatened by the presence of a consultant or even a cross-functional team, especially if the project or initiative encroaches on their area of responsibility. Some members may believe nothing needs to change and their time could be better spent on other activities.
The list goes on…so what can you do? Awareness of the potential problem is critical. Having a project governance structure that includes clear guiding principles and ‘rules of engagement’ for the project team and leadership is a huge step in the right direction. Treating the project team as a separate audience/stakeholder group is another solution, as well as hiring specialists who understand team dynamics and periodically meet with the team to head off developing issues. I would love hear from you. What are you doing to ensure this very important audience is on board for the long haul?
Tuesday, May 5, 2015
Many professions besides HR talk about being strategic. I was speaking with an operations manager on a plane last week and he said that he was told he needed to be more strategic. Why is it so hard to do? It finally dawned on my this year that I'm not sure what "being strategic" means. Do you sit around and think big thoughts? Do you run scenarios all day to see which ones are right for the business? Do you conduct external scans until a big idea comes?
I believe its more about THINKING strategically than just BEING strategic. I can get my arms around thinking strategically. According to Forbes magazine:
First of all, what exactly is “strategic thinking?” To think strategically requires founders and key team members to continually assess your business and your industry, and to apply new business insights. The goal is to use these insights to reinforce a company’s differentiation in the marketplace to achieve competitive advantage. You need to think strategically before your team can move on to the long or short-term strategic planning. You need both of these to make smart decisions on a daily basis. If you don't know where you're going, you'll have a hard time getting there!I love the above definition and I think it applies to all functional areas of a business. Thinking about HR for a moment, I believe you can apply the concepts this way:
In order to assess the business and apply new insights HR must:
- Understand that insight comes from taking what you know combined with key data, turning that into information and developing something that is relevant to the business. I believe HR has struggled in this area due to the slow adaptation of metrics and analytics as tools to obtain insight.
- Use critical thinking skills to be able to make connections between external and internal factors that lead to insight for the business.
- Insight comes from understanding one's business inside and out. Enough said.
If you don't know where your going, you'll have a hard time getting there unless HR plays a key role in strategic execution.
- By being involved in the strategic planning process HR can lead the communication efforts on what the strategy means and WHY it is important to the business.
- HR has a perfect tool for setting strategic goals and cascading those down to the front line. It's all about performance management.
- Because strategy fails most of the time at execution, HR can use its change management and communication skills to make sure the strategy is understood and executed.
I guess the question is can you learn how to think strategically? I have my opinion what's yours?
Wednesday, April 1, 2015
I have the honor of being a writer for Halogen's TalentSpace blog. I have written a two-part series on HR Business Leadership. I believe HR can be a business leader that just happens to be great in HR!
Click here to read part one.
Tuesday, February 10, 2015
Today, I am honored to have an awesome colleague and friend as a guest blogger. Angela Alper not only understands HR but she understands how HR can contribute to organizations by using insight to solve problems and develop world class talent. Angela and I have collaborated on a workshop, "Using Influence and Impact: Becoming an Effective HR Business Leader," which focuses on three very important areas for HR professionals; insight, influence and impact."
What’s Your Super Power?
There are lots of good quarterbacks. What makes Tom Brady better than someone else? There are lots of good CEO’s. What made Steve Jobs different? Thankfully, there are many fabulous cooks out there. So what makes Chef Jamie Oliver worth over $100M?
These people see the world differently than their peers; and they’ve figured out how to translate that vision into exceptional results! We call that Insight.
When combined with Excellent Execution, Influence and Impact, you can render yourself a force to be reckoned with. Many HR folks ask us if this kind of impact is realistic in our profession. The answer is definitely YES! But, if you’re one of the many leaders we hear lamenting “not having a seat at the table” or “not having your voice heard,” there’s a good chance you need to work on one of these areas.
Think about Insight. When you look at some exceptional leaders, one of the powers that make them unique is their ability to SEE things differently. They see the big picture…They see the little picture…They see things completely outside the lines of the picture…And they connect all of those dots to bring an understanding to their world that others just don’t have.
Steve Jobs could see the demand for play, ease and personalization in technology before the user even knew enough to ask for it. Brady can see the shift in the defense, process his options and settle on a course of action in the blink of an eye. Jamie Oliver can intuitively imagine and design a world where a love for food and the call for more conscious consumption can start in school. I call that INSIGHT. The ability to see more than others and the knowledge to use that vision to make an impact.
In a recent Fast Company article, Robert Greene, author of Mastery, a study of history makers like Darwin, Ford and Mozart, was quoted to say, “The worst thing you can do to your career—and your life—is to allow your brain to get stale…” He advises developing an interest in a study of science or literature. "Spend some free time delving into this new field that interests you but is not directly related to what you do," he says. Your goal here is to broaden your perspective and ideas.
Consider the findings of a Credit Suisse 2014 study. Evaluating the results of 3,000 companies around the world, the conclusion was that businesses with at least one woman on the board outperformed those with no women by an average of 5%. While the study did not attempt to address causality, it might not be a huge leap to assert that companies with more diverse perspectives might see more dots and, by connecting those dots differently, be able to arrive at more effective solutions.
If you’re not convinced, consider Booz and Company’s Global Innovation Study of why some companies outperform others. Booz & Company’s annual study of the world’s biggest R&D spenders shows why highly innovative companies are able to consistently outperform. Their secret? They’re good at the right things, not at everything. So how do they figure out what’s right? These innovative companies rely on Need Seekers, Market Readers and knowing their Technology Drivers (the company’s internal capabilities.) They are building the strategic and intentional formation of Insight into their model!
So ask yourself, HR Leader, can anyone do your job as well or better than you? If the answer is yes, well, that’s another subject for another day. If the answer is no, then why not? What makes YOU younique? Can you put your finger on it? Can you articulate it? Even better, can you leverage it to expand your impact?
Do you have Insight? Do you have a point of view? Do you intentionally and continuously cultivate it? Do you use it strategically to interpret the landscape in front of you and decide where and how to go? If not, there’s no better time than now to become Insightful! Until then, bon appétit!
(photo from canstockphoto.com)
Monday, January 5, 2015
Never has the need for HR Leadership been stronger. The HR profession has definitely seen its fair share of negative press over the last few decades. What is needed today is STRONG HR BUSINESS LEADERS. We need business leaders that know and understand business and by the way, get HR. In other words, we need business people first and HR specialization second. Not the other way around.
The call for business acumen by organizational leaders has almost reached the broken record level. The problem is that HR as a profession has not stepped up and answered the need. The need for problem solving, financial acumen, ROI modeling for people investments and workforce planning that uses the business needs first not HR's.
The next question is HOW do get more business leadership in our profession? I wish I had all the answers but here are a few ideas that I have captured over the last year from attendees and clients when this subject came up in conversation:
1) When considering an advanced degree, think about an MBA. An MBA exposes students to all facets of the business, so a strong business foundation is laid.
2) Become best friends with your CFO and ask him questions about the financials. Participate in financial overviews and meetings
3) Get familiar with HR Metrics and the story they are telling
4) Spend time with you sales teams to understand the products and services your company delivers, understand the customers and the competition
5) Understand how a dollar flows though your organization. What is the profit margin? Is it good or bad?
6) Solve business problem proactively
7) Participate in all strategic discussions
8) Take the lead on the execution of business strategy as the execution piece is where strategy fails
9) Fix performance management. Period.
10) HR needs to learn the language of the C-Suite and Finance. It's universal language spoken by all business leaders.
11) Ask compelling questions to everyone
12) Link all data, insights and investments to IMPACT using ROI/Costs/Profits as the basis
13) Participate in external business activities that continue to hone your business acumen
14) Surround yourself with other effective HR Business Leaders
15) Be courageous...getting out of your comfort zone takes courage
This list is not exhaustive by any means. Please comment and let me know how you think HR can up its game as far as leadership is concerned. Maybe you think we are already there....do tell!