Updated: Mar 15, 2022
In a world where every business needs to be agile, efficient, and adaptable, there is a constant need to update processes and workflows. It's essential to look at the things you do today and ask yourself, "Why do we do this? What can we do differently?" This article will give you a list of eight common HR Practices to be removed or replaced today.
Stop using predictive personality tools.
Let's finally stop using the old "Talent Management Tools" and start embracing the chaos of human dynamics. Today's "learning workers" bring various backgrounds, experiences, and thought processes unrecognizable on any predictive success charts.
Much like a person's Zodiac sign, the Myers-Briggs Indicator was created to highlight a series of human characteristics. Both charts claim to reveal the core strengths and weaknesses of an individual.
Companies profess the capability to determine an applicant's success rate based on online personality tests. This belief negates that people are able to modify behaviors, work ethic, and goals at will, not to mention the inaccuracies of behavior quizzes.
For too long, management has used these labels as a hiring crutch, and it's time to put them away.
Stop being "an Advisor to Management"
In many organizations, you'll find that HR sits towards the side of the company Org Chart. Placing HR as an advisor to management rather than someone responsible for addressing employees directly. Without vigilance, this structure will lead to unintended favoritism and unfairness in the workplace.
When issues concerning language, conflict resolution, or inappropriate behavior occur in the workplace, the employee's direct supervisor often dictates the result. Without clear and managed guidelines, outcomes of these incidents are made based on the managers' personal feelings about the employee. Usually, the well-liked, tenured, and productive workers will receive leniency and no incident documentation.
In turn, the simple act of referring the matter to the HR professional trained to resolve these situations can be interpreted as punishment itself. Contrast the outcome with a Loss Prevention scenario. If an employee is caught stealing from the company, the result would be cut and dry. Loss prevention would handle the matter without any direct supervisor input. The HR team needs to receive the same respect and accountability.
Increase the Scope of HR
The power of a workforce determines the strength of a business. A strong workforce is closely related to a successful HR team.
It's time HR utilized its expertise across multiple sectors. Using its engagement programs developed for employees/ applicants as successful frameworks. Allow HR access to clients, vendors and community groups to build community engagement programs sharing company values. Companies across the board have long overlooked the HR expertise in human interactions.
Hold accountable, don't manage
We all know that some managers drive results with employee accountability, while others use a controlling method of Micro-managing. The variety of management techniques within the same company creates a disparity in the employee experience and advancement opportunities.
HR holds the responsibility of ensuring all employees have the same opportunity for success. Addressing the gap in management skills on a company-wide basis would be a significant first step. A simple audit linking the attrition rate to individual managers will reveal much information. The task for HR is to establish guidelines and ongoing training for Managers, so they become better at managing. Remember, most employees don't quit their jobs; they quit their managers.
Be adaptive to technologies
Advances in technological programs help teams improve processes and communication. By asking the workforce to share personal experiences and preferences with new and existing technologies. The company will discover countless systems adaptable to its workplace.
When checking in with team members on their well-being, make it a point to ask their opinions on workplace tools and methods. This process plays into the larger conversation about culture. When an employer adapts to a technology suggested by an employee, stronger bonds are formed from feeling heard, respected, and valued.
Transform Hiring goals
A Job lists what you do; A Capability is what you can do
Most companies hire to fill a specific job by advertising Titles, Tasks, and Salaries. The problem is that these descriptions are not structured to reflect your organization's evolving needs.
Whereas postings aimed towards the applicants' capabilities attract people willing to learn, teach, grow and advance. This vital distinction becomes more relevant as most of today's employee functions will soon become replaced and obsolete. It's a difference between investing in the future vs. hiring for the now.
Listening builds the Employee Experience
The terms Empathy and Employee Experience have been passed around the workplace so often they've lost meaning. Companies spend countless dollars with the best intentions to create the perfect employee experience. At the same time, they've resulted in underused office bars, bean bag chairs, and unlimited PTO.
Successful Employee Experience programs use a bottom-up, not a top-down method. They're created by soliciting feedback, observing actions, and finding the root cause of challenges. It requires dialogue and empathy as each person and situation will require a unique response. Taking a survey to discover if employees like BBQ isn't the path to building the companies employee experience program.
Here's a real-life example of how a good intention can miss the mark.
More than a decade ago, a well-known distribution company created and still uses an employee communication process called the VOA board (Voice of the associate). It's a 4x8 whiteboard located near the time clocks or a department supervisor's desk. Employees are encouraged to write on the board and share concerns publicly, unfair practices, shout-outs or simply complain about snacks in the break room. Each "issue" is assigned to a stakeholder, and that stakeholder writes the outcome and "task complete" next to the concern.
Giving the workforce a voice is admirable and commended. However, this communication system doesn't allow the employee's feelings heard, understood, or addressed. In fact, most, dissatisfied employees don't give voice to complaints. According to a recent study, only 1 of 26 employees will ever voice a formal workplace complaint. Yet most express negative word-of-mouth reviews, leading to a damaged reputation and loss of potential employees.
The future of Employee Experience programs will rely on communicating with your workforce individually. Asking questions, showing gratitude for sharing, and acknowledging their responses with action.
Split HR into three parts
a. Operations (running the machine of HR) 15% of the time
With today's technology, calculating timekeeping and processing payroll is no longer a 40 hour a week job that causes sleepless nights. Likewise, advanced technology allowed the employees' benefits program to become close to a self-serve operation. These functions should be the least time-consuming of the important HR responsibilities.
b. Workflow and Process building (Support your WHY) 25% of the time
Your company mission statement should convey "Why" your business exists. Each engagement with staff members, the workforce, and the general public should reinforce the mission statement. HR should ensure all workplace programs and processes with human touch-points work towards this goal.
c. People success (Focus on the people) 60% of the time
Human Resource Managers who engage employees with open-ended questions and truly listen to the response. Will build trust and respect while discovering what the workforce of tomorrow hopes to receive. With the daily focus on serving the needs of our employees, coworkers, and community. The HR teams will continue to guide our businesses into the future.
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