I have had the pleasure of working with colleagues from all spectrum's and walks of life, located in an international marketplace. This diversity in thought, ideologies and cultures only furthers my perspective on what I believe is the big "HR" Phenomenon that seems to be spoken of in a variety of capacities & mechanisms.
Too often the notion that our advisers, neigh partners in our Leadership action are hindrances to our continued push for excellence has led to disappointing results in our pursuit for building perhaps even nurturing, a dynamic team. Finger pointing for these failures, be it in recruitment, onboarding, training, development, appraisals, etc. etc. are commonplace and is the traditional mantra chanted in organizations large & small alike.
My call to the Leadership Social Action for Level 2 requires the Leader to take ownership of the individuals they bring to bear within their fold. I propose that the big "HR" Phenomenon needs to be more to the little "hr" support mechanism we truly do require in our quest for excellence. This requires a fundamental shift in how we do a variety of people leadership & yes, even management activities within an organization.
Recruitment: I will be writing about recruitment in greater detail at a later stage, as I do believe we need a new methodology that permeates the various sources of recruit sourcing, "real" interviewing & employee development. In this action however, I believe Leadership within an organization needs to take the reins back in the recruitment process and take a greater ownership from the start to the finish. I do not suggest that we should take to the Yahoo CEO, Marissa Mayer (http://www.businessinsider.com/marissa-mayer-is-reviewing-every-single-new-hire-at-yahoo-2012-9) methodology of involving ourselves in every bit of recruitment that occurs within the expanse of the organization, however, those that fall within our immediate purview requires our due attention. Too often we rush through the recruitment process only to regret later that the fit we may have hoped for does not exist. Recruitment is a Leadership accountability and should have due attention from the day a job is listed to the day the multiple levels of screening occurs, to the interview process, to the day a recruit is brought in for onboarding into the organization. In our diverse marketplace, there is talent out there that may not fit within the square peg of a job description, but certainly could be the innovative force or the worker extraordinaire we so desperately seek.
Training & Knowledge Management: Training, professional development & in today's nomenclature of knowledge management from a learning perspective is traditionally seen as a HR function. The more we look to ensuring our staff have the learnings they require, the more they are attuned to the needs we have within our functional & strategic realms. This to me cannot be assured through a central HR function, albeit there are certain global aspects of training & learning that can be managed through that vehicle.
Assessment: Performance reviews and assessments are a Leadership function that are brought forward as a to-do at regular intervals. The mechanisms in how we do this have become a template that cannot be attributed to the function as well as to the individual within the function. To often than not, it is HR that requires Leaders to conduct these assessments rather than ensuring it is a Leadership accountability to provide for continuous relevant feedback to support, both the organization as well as the individual growth within their own spheres of influence.
Reward Mechanisms: Rewards need to be meaningful, timely and substantial. This should not be dictated by central mechanisms but identified as a way of a Leader uniquely recognizing his/her teams and/or individuals in the fashion that best suits them. Certificates for example are used as a common mechanism to recognize individuals, but lose meaning when they are awarded for minuscule tasks that are meant to be part of the role & responsibility of the individual. Reward mechanisms should involve the individuals in selecting how they would like to be recognized and yes, even time off and/or increases in pay need to be considered in shrinking budgetary complements if we are to compete and innovate across industries & sectors. Reward mechanisms could also involve peer recognition as a component of the decision matrix that identifies the nominee of choice.
This blog post is not meant to be a rant on whether or not Human Resources (today popularly also referred to as People Services or a derivative thereof) or Leadership do what they are supposed to, but more of an understanding that we are actually doing our people a disservice by pointing fingers at each other. This debate causes anxiety, stress & at times frustration within staff complements. It is our job to alleviate these challenges but we tend to use each other as crutches nonetheless to further our own defensive posture.
My hope & dream would be for Leaders to continue to be accountable for their own actions, as they alone are responsible for what their teams & staff colleagues experience, while having a dynamic Human Resources advising body that adapts to the unique nature of the function, business, organization, culture and very simply the diverse environments we tend to work in today. That said, the action I am calling for is to have Leaders take it upon themselves to engender this change and perhaps look for mechanisms to change the status quo to one that is ever changing rather than one that remains stagnant at its core indoctrinated in the early 20th century.