Tag Archives: Strategic HR

9 Ways to Make HR More Credible

If there’s one thing that HR lacks in many organizations, it’s credibility. Who really listens to what you have to say? Do your managers, leadership team, and line staff have faith in your abilities to help lead the business, or do they see you as just another roadblock to getting work done every day?

Here’s the kicker–those of us in the HR space talk often about how to “get a seat at the table” or “develop a strategic HR planning process.” It’s because we want to know that we have meaning and value for our organizations.

hr credibilityBut it’s rare to think about that in the context of employees. Yeah, you might be “strategic” and “aligned” with your organization, but how much faith does the average employee have in you? How do they perceive you?

If prompted, what value would the average employee say that you bring to the organization?

With that in mind, let’s check out this fantastic list of ideas from my new pal Stephen Tovey. It’s basically a how-to manual for demonstrating your value to all staff.

If we're implementing strategies and practices to help our Companies achieve their goals, shouldn’t we make sure that the people that are going to be needed to to do things to achieve those goals know why? Shouldn’t they understand what is being asked of them? Shouldn’t they have an input? Engagement needs these things to happen, and where is the credibility of a people-strategy if the people being asked to “do” don't respect or understand those doing the asking?

Create and maintain credibility:

  1. Focus on all people, not just managers and the ones we think will help our career
  2. Work to break down “us and them” and blame barriers
  3. Support, develop, coach, mentor (do everything you can!) to up-skill managers to manage people
  4. Communicate and promote what HR is doing and why. Be honest. Encourage input and opinion.
  5. By being fair and consistent when dealing with all people
  6. By challenging managers to be better, fairer managers, not accepting the status quo and not just going along with things
  7. Be visible, be available, be empathetic
  8. Make sure the workforce planning, strategic and “behind-the-scenes bits” are meaningful, relevant and appropriate
  9. Listen to what people are saying to you. Feed it upwards. Make sure, if you're not making the decisions yourself, that you influence those that are, or at least give them all the information.

There is a disparity between what we as HR professionals, whatever our level, do and how we see ourselves and what a lot of employees think we do and how they think we behave. Source

Let’s hear it for him. It’s something that desperately needed to be said. I love the points he makes, and his final sentence is the best closer I could have hoped for.

How we see ourselves and how our employees see us are two very different things. Learn what the gap is and work to eliminate it, if possible. 

How do you maintain credibility for your HR function not only with your leadership, but with your line staff as well?

Measuring Human Resources Isn’t the Goal

When we talk about metrics, analytics, and business intelligence, we forget that measuring human resources isn’t the goal.

It’s an objective. Yes, we need to do it, but it isn’t the end of the process. At the end, after we’ve spent all the time and effort measuring human resources as best we can, all we have is data.

And it’s what you do with that data that matters.

Measuring human resources with lean analytics

This is a massive post on analytics. Not specifically written for HR, but wildly valuable. Here’s a snippet to get you started:

This should not be news to you. To win in business you need to follow this process: Metrics > Hypothesis > Experiment > Act. Online, offline or nonline.

Yet this structure rarely exists in companies.

We are far too enamored with data collection and reporting the standard metrics we love because others love them because someone else said they were nice so many years ago.

And so starts a long, detailed journey into using analytics for business.

For the visual learners

measuring human resources

This handy dandy chart is there for those of us who learn by seeing. It’s a great representation of the flow for actually using metrics versus simply collecting them. If you want to simplify that further and look at four key steps in the process, here they are:

  1. Figure out what to improve (What’s the problem?)
  2. Form a hypothesis (I think xyz will solve the problem.)
  3. Create an experiment (Let’s test xyz.)
  4. Measure and decide what to do

Each of those steps is important, but the one I see most often lacking is number 4. In the big scheme of things it’s relatively easy to guess a problem (#1), guess a solution (#2) and test out an idea on a pilot group of employees/managers (#3). It’s the moment when you are actually measuring human resources and making decisions based on those measurements that I see the problems come in. People lose focus. They don’t know what to do. They might not really want to know the answer to the problem at hand.

It could be a dozen different things, but I would encourage you that step 4 is where you see the best HR pros stand out. They are the ones that embody the true purpose of human resources.

For those measuring human resources

As I read through the amazing article I linked above, I kept wondering about HR topics, and I realized I already have a go-to resource for those questions.

If you are looking for ideas of what to measure, how to use it, etc. in an HR context, please check out everything that Cathy Missildine-Martin has ever written. She does great work and is highly competent in this area.

Human Resource Mission Statement Sample Idea

Developing a human resource mission statement sample from scratch? It could be a great opportunity to flex your strategic HR muscles.

Earlier this week I talked about understanding the business as a part of the strategic HR planning process. Then I ran into something else that made me think of another area where we can align our HR practices with those of the business.

human resource mission statement sampleOne of my friends is going through school to get his MBA right now, and he using upstartHR as his “model” to develop. That basically means that we’ll have to do forecasting, develop a business plan, etc. as part of that. I thought it would be a fun exercise to get some outside insight into the business, but even the most basic piece (a mission statement) challenged me to step back and look at things from the 30,000 foot view.

That’s a good thing, by the way.

My human resource mission statement sample

So we walked through the process of developing a mission statement, and here’s what I boiled the entire purpose of upstartHR down to:

Provide human resource products and services that improve the human resources field, one professional at a time.

I don’t know about you, but that feels pretty powerful to me! It inspires me to think about the higher calling I have beyond just “write another blog post for Friday.” Each of you really matter to me, and I think of the interactions in person and via email that I have with you all every time I sit down to write.

So that’s my little piece of the world, but what about you in your role as an HR professional?

Now, let’s jump back into the business and look at how to develop a human resource mission statement sample from an existing organization-wide mission.

Creating your own human resource mission statement

Here’s a snippet from the textbook on what a mission statement is for:

Your mission statement is meant to be a simple, internal message for you and your employees: What is the core value and purpose of the company? What is the vision, which will guide company decisions, now and in the future? Think of it as the rally cry for you and your employees; this is the reason why you do what you do, every day. All other goals should support this mission.

Makes sense, right? Now, let’s update that to reflect the process of human resource mission statement sample development:

Your HR mission statement is meant to be a simple, internal message for you, your leaders, and your employees: What is the core value and purpose of the HR function in this company? What is the vision, which will guide talent management decisions, now and in the future? Think of it as the rally cry for you and your HR staff; this is the reason why you do what you do, every day. All other goals should support this mission.

If we have to break it down into bullets, here’s what I have:

  1. Simple
  2. Depict core purpose of HR
  3. Rallying cry

Don’t make it complex and confusing. If you can’t share it with your employees without a two page explanation, it’s not worth developing in the first place.

Show/share the core purpose of the HR function within your specific organization. Don’t make people wonder what you do everyday–it should be pretty darn obvious.

Finally (the fun one!) it should be a rallying cry. You should be able to use your human resource mission statement sample to lift your spirits when the going gets tough. It needs to be inspirational if at all possible.

Based on my company’s core values and culture, my view of HR is this:

Deliver HR support that enables our staff to meet customer needs on time, every time.

Short and sweet, but it covers about everything I run into in the course of a week. It includes our #1 core value (on time, every time). It focuses on our staff, not my own preferences. And it doesn’t stick to any specific area of HR, it includes recruiting the right people, locking in great benefits for our team, communicating changes to ensure operations are not interrupted, etc.

All that said, does anyone have a human resource mission statement sample to share? I’d love to see some examples. 

 

HR Strategic Planning Process-Understand Your Leaders

The HR strategic planning process is often discussed as if it’s some sort of secret or highly technical concept. In reality it has a few pieces that may or may not be technical, but the underlying foundation is fairly simple.

  1. Understand what matters for your company.
  2. Align your HR practices to support and lead in those areas.

hr strategic planning processViola! The HR strategic planning process in a nutshell.

But how do you accomplish #1? What do you do to understand what matters in your company? How do you find out what the senior leadership needs from you (or the HR team as a whole)?

Here’s one way to make that happen.

A glimpse at what matters for my company

My manager, the President/CEO of Pinnacle, was tapped recently for a podcast with ExecSense (click through the link to listen). I thought it was worth sharing, because it gives everyone some key insights from a business leader (and you’ll see why I love my job so much). :-) Here is a sort of “table of contents” in case you don’t have time to listen to the whole thing and need to skip around:

  • The Best Places to Work award is better than getting on the Inc. 500 due to the focus on the people.
  • 4:10 leadership
  • 6:10 priority #1: understand customer challenges and solve
  • 6:27 motivation/engagement practices we use
  • 7:50 goals/performance alignment for strong results
  • 10:10 leadership beliefs
  • 10:30 sees the company as a trusted personal partner for employees
  • 11:35 honesty is key foundational belief
  • 13:50 interviewing and selection process
  • 15:20 how to handle issues/problems
  • Organizational metrics–these include basic HR info that I provide, but the neat part is that I as the HR lead see key areas as well and stay in tune. I understand how our vendors are performing. I see how our sales, receivables, and other metrics are faring.

If that leaves you wanting more, here is a link to the expectations Mike has for the leaders within our organization. Good stuff!

HR strategic planning process challenge for you

I hope you enjoyed the responses and maybe even learned something that you can implement in your own organization. However, I want to challenge you. The HR strategic planning process needs to be done in your organization, too. Get in touch with someone and ask them similar questions to those that the interviewer (I’m not the only one who thinks she sounded like a robot, right?) asked Mike.

When you get those answers specific to your own organization, you’ll truly be able to partner with the business leaders and show them the value of the HR function. 

Unique Corporate Culture Ideas (Video)

Having a unique corporate culture, as I have said previously, can be a strategic differentiator for your organization. But the thing is, there’s no “one size fits all” culture. Some will draw you in like a magnet, and others will repel you. There’s no “good or bad” really, it’s just different. In this video I talk about why you should be okay that some people hate your culture.

This week I’ll be running a series of videos on culture topics, from defining culture to leveraging it in the hiring process and more. I’m a culture junkie and believe that organizations that use it well can differentiate themselves from the competition. It’s a strategic competitive advantage. Use it well. 

 Other videos in this series:

  1. Defining corporate culture
  2. Hiring for culture fit
  3. Using culture for hiring discrimination Continue reading →

The New HR Department-Ultimate Guide

One of my older, popular posts is from 2010 and talks about how to run a one-person or new HR department. I wrote it after attending a conference session on the topic, but at the time I had never been in a small or new HR department before. Now I have that experience and would like to share. I also realized that a very close tie-in is the group of HR professionals who have had to start the HR function from scratch (whether in a new company or an existing one), and I think this article is going to be very helpful for both of those groups.

In addition, there are amazing ideas included here for HR pros who feel like there’s just not enough time in the day to get everything accomplished (who out there can’t claim that one?). You’ll learn how to juggle multiple competing priorities and make the biggest impact with the fewest actions. You’ll learn how to balance the needs of an executive team with those of your staff, and I’m willing to bet you’ll take away a heck of a lot more.

Note: I have included more information in this article than some of the eBooks I’ve published(!). I plan to combine this information into a free PDF guide to share on the blog if there is any interest in that. There was just too much great content to cut any out, and I don’t want to shortchange those who took the time to share their ideas with us. Enjoy!

The New HR Department Ultimate Guide

Table of Contents

  1. Small/New HR Department Survey Data
  2. My Experience in a Small and/or New HR Department
  3. The Highlights Reel-Starting a New HR Department
  4. New HR Department Advice from the Trenches
  5. Additional Resources

Small/New HR Department Survey Data

In preparation for this article, I sent out a request for help to several hundred subscribers. The results below are for a question that asked the respondent to rank the following according to priority:

  • Developing a long-term HR strategic plan
  • Building HR’s credibility within the organization
  • Taking charge of your own professional development
  • Staying on top of legislative developments and requirements
  • Developing alliances/partnerships to fill any skill gaps

Check out the chart below. Click the image to make it larger.

New HR Department Priority FocusI had no preconceived notions about which area was the most critical, so I was surprised to see that developing alliances/partnerships made the top of the list of priorities. I’ve emphasized that in my roles for several years now, and I believe it has helped to shore up areas of weakness and provided invaluable networking opportunities as well.

I think legislative/legal updates fell to the bottom due to the “fun factor” (or lack thereof). It’s still going to get done, but we don’t have to like it. :-) To be honest, this felt like an unfair survey, because all of these are key areas to focus on; however, I was interested in finding out what others thought about which one made it to the top of the list.

Any surprises here for the rest of you?

My Experience in a Small HR Department

I’m a relative newbie to this world, but I know it’s where I was meant to be. What makes a small or new HR department different from other companies?

  • We don’t pick up the phone and call our corporate HR team. We ARE the corporate HR team.
  • We are comfortable with research and making judgement calls.
  • We constantly seek out opportunities for professional development–if you’re not growing you’re dying.

There are certainly more, but those three quickly jumped to mind.

Starting an HR dept in an existing organization? You should be able to answer these key questions if you plan to be successful:

  • What was the purpose for creating this new department?
  • Who made the decision? Who is going to support you as you learn about the organization and its key players?
  • What HR activities were being done previously and who was doing them?
  • What sort of culture exists? Do the leaders and staff have the same view of the culture?

managing an hr department of one

I had an amazing mentor, but like I said, I feel like I’m wired for this kind of stuff. I love the challenge and bouncing around to the different areas of HR on an hourly basis. There’s no substitute!

After doing a little research, I read this book last year and it had some great ideas and advice. It’s been around for a while and still makes the bestseller lists in the SHRM bookstore regularly. I admit that it’s pricey if you look at it only as a book; however, it’s much cheaper than a 6 hour study course plus travel costs to get the same content, so keep that in mind.

The Highlights Reel

I posted this short slidedeck on Slideshare as a way to share some of the ideas beyond the blog. It’s a “highlights reel” of the content and I hope it helps some people who otherwise would not find this article. If you’re waiting for the good stuff, skip down to the next section and you can get some tips and advice from people who do this stuff on a daily basis!

New HR Department Advice from the Trenches

I reached out to a few people I trust and also opened up a short survey for a handful of people who are (or have been) in this scenario before. Below you’ll see how real HR pros have confronted and overcome the obstacles facing someone in a new or small HR department.

Note: I want to apologize to anyone who submitted comments that were not included here. I had an overwhelming number of responses and had to limit myself to sharing the first few people who responded. As I said above, I plan to put this together into a free PDF so that anyone can read, print, or share the information. Look for that coming soon!

———-

Richard wrote a monster of a contribution. I had to pull out some of the content for space reasons, but I have his entire piece linked here if you want to check that out. It’s phenomenal and worth your time to read if you truly want the advice of a guy who’s “been there, done that.” Here’s the extremely shortened version. Be sure to read the full piece or you’ll miss the good stuff.

  • If you are setting up a brand-new HR department, or you are taking on one all on your own, build your plans for immediate impact projects, short-term (within the quarter) projects, and long-term projects. HR project management is serious stuff.
  • Your plans WILL be disrupted. Constantly. Build that into your timeline.
  • Don’t underestimate how much information your employees want.
  • If you are a soloist, and especially if you are relatively new to employment laws, make yourself a binder (electronic or hard-copy) of the most up-to-date info on the basics (FMLA, FLSA, ADA, and if you handle benefits, COBRA).
  • Do your best to not become the “office cop” – the hardest role you have is to watch out for things that can get the company (and people) in trouble without being the person that everyone avoids.
  • And finally, the top three skills you should use on a daily basis: talk, listen, and learn. Again, (I’ll say it one more time) check out the full content if you haven’t already so you don’t miss any of the details on how to implement this yourself.

Thanks again to Richard Sherman for pitching in and offering some great advice!

———-

Brian shared some very intriguing ideas for outsourcing the majority of the “HR” work to allow a small team to handle the critical roles of the HR function. I don’t know that I agree with all of Brian’s comments, but then again I’ve never been in a crunch tight enough to have to seriously evaluate something like this. It’s an interesting proposition if nothing else!

I would try to “outsource” process driven activities to as many internal partners as possible.  Payroll is likely already housed within Finance; perhaps open enrollment and qualifying life events could be something they tackle as well (the counseling portion still resides with HR).  Recruitment, orientation and onboarding? Give it to Marketing who can polish what you are selling to potential candidates and new employees.  Compensation is driven by numbers and spreadsheets; pull in someone from Accounting.  Training may be best handled by line supervisors and tenured employees.  Employee Relations can be farmed out to Legal.

With 1-3 bodies, you may only be able to effectively handle 2-4 areas even with the best time management skill set.  Pick the one thing each person can be an expert in and allow them to spend time in other areas that interest them.  Solve what you can afford through technology to avoid getting bogged down by process-driven activities; the rest needs to be shared responsibility where it makes sense.  Find that executive champion who understands HR and can go to bat when 3 bodies can no longer manage the workload. Brian Deming

———-

Make sure to visit with each manager and ask them what HR can do for them to help make their job easier. Learn everything you can about the business and ask to be included instead of waiting around to be asked to do something (you end up being a paper pusher or sheriff if you don’t).

Linda Haft

———-

In a small to non-existent HR department, strategy, talent, etc. isn’t important.  Most of the company is flying by the seat of its pants.  What is needed is benefits, knowledge of applicable laws, processes and procedures (performance reviews, requesting vacation time, requesting sick time, etc.), and guts.

The HR person has to have the guts to go to the company president and say “You can’t do that,” and be prepared to hear, “Sure I can; I own the company.”  Then you have to dig your heels in and insist.  Then you go back to your office, hold your breath and hope you didn’t just sign your own termination.

Donna Caissie, the ExtraOrdinary Assistant

———-

  1. Expand your network of HR professionals. These are the people you can call on to bounce ideas around, vent, etc.
  2. Smile before you pick up the phone to say hello. You will be the point person for many questions such as insurance, retirement, pay, etc. We all have had the one employee who has gotten on our last nerve, but always remember that without the employees you would not be needed. Smile before you pick up the phone and you will automatically position yourself to be in a better mood to deal with the annoying employee.
  3. Enjoy what you do. If you don’t, move on.

Bobbi Wilson

Additional Resources

Below you’ll find a few links to other helpful resources. I went through several dozen and discarded the ones I felt would not be value-add to this discussion on working in a new HR department.

Your Turn

Okay, do you have anything to add? What has (or hasn’t) worked for you? What advice would you give someone starting out in a small or new HR department for the first time? Let’s make this thing even better!

 

Develop Your Own State of the (HR) Union Address

Every year, the President of the United States makes an address to the nation. The purpose of the annual “State of the Union” address is to give an account of the year’s events and discuss the priorities of the coming months. If communicated properly, this is an opportunity to reach a larger audience, share major goals, and get buy-in from the constituency.

state-union-addressSo why don’t we give it a shot?

I think every HR pro needs to have their own State of the Union address within their own company, department, or team (depending on your level of responsibility). This is strategic HR communication at its best, and it could become a valuable tool for your leaders to peer into the inner workings of the HR team while allowing you to share your key results areas as well.

The need is there

If this doesn’t prove that there’s an opportunity here, then I don’t know what will:

Although large U.S. companies spend about 36 percent of their revenue on HR, most annual reports fail to mention HR operations and how they contribute to the bottom line. Results of a two-year analysis of the 100 largest publicly traded U.S. companies by Mercer Human Resource Consulting show that only 20 percent of these companies discuss HR in their reports to shareholders. About one-quarter provide only limited references to the workforce, and some don’t mention their employees at all. (source)

How big is your “union?”

As I stated above, depending on where you are in your organization’s hierarchy, you might only be addressing your HR teammates. Or maybe you have the ability to snag an audience with your key senior leadership team, and you’re willing to put together a short presentation for that group.

Whatever the case, the size and target audience will be different for everyone, but the tips below will still help you in defining what to discuss.

What to say

If you’ve been reading here for long, you probably have a few ideas on what you could discuss with your leadership team. (And if you haven’t, feel free to subscribe for free updates.) Here are a few ideas to consider.

  • Take the opportunity to discuss a few key areas that will impact the organization in the coming year (benefits and PPACA, for example).
  • Discuss the threats, opportunities, weaknesses, and strengths of the current HR team.
  • Share your priorities for the year ahead with regard to employee relations, training, or talent management.
  • If you are not a manager or lead, ask if you can help your manager develop one for your own team.
  • Use the platform to generate early buy-in for your ideas. (Here’s a stealth communication tip)
  • Demonstrate alignment of the HR function with the overarching corporate annual goals.

What are you waiting for?

This is your chance to get in front of a key audience (whether it’s the rest of your team or another influential group) and share your message.

What are you waiting for?