In our most recent HCI Member Survey, we learned that developing change management skills is the top priority for HR professionals seeking to align their professional development goals with supporting their organization’s strategic priorities. This comes as no surprise, considering 80% of HR professionals say their organizations are in a constant state of change. Yet the statistics on successful change leave plenty of room for improvement. When we asked HR practitioners about their change efforts, only 15% reported that 76% to 100% of their change efforts were successful.
Organizations plan their workforce to keep pace with the emerging needs of the marketplace, evolving business objectives, and changing roles. But even the most organized planning efforts can’t resolve widening gaps between the skills necessary for new roles and the capabilities of existing talent. Internal learning and development programs can help, but in many industries, these are not enough to cover an organization’s needs. In response, organizations are searching for fresh alternatives for getting the right talent into the right roles at the right time.
Historically, HCI’s Strategic HR Business Partner certification program has been one of our most popular courses. Thousands of HR professionals worldwide have completed the certification, boosting their business and financial acumen and learning how to become better strategic partners to the business.
Yet, the role HR should play in driving the business forward continues to evolve. At HCI, we’re always on top of what’s coming next in HR, and our certification programs are no exception.
Human beings are inherently biased. We would like to believe that we are largely rational beings but as years of research has proved, we aren’t. In fact, there is an entire field of study (behavioral economics, social psychology, call it what you may) dedicated to studying human irrationality.
It’s one thing to get the best talent in the door. In many cases, it can be quite a different challenge to get them to stay. As the old adage says, people don’t leave jobs. They leave managers. At the 2018 Employee Engagement Conference, keynote speakers from organizations like Pepsico, Whirlpool, United States Golf Association, and the State of Tennessee will take the stage to discuss how leaders can create authentic connections, drive real accountability for engagement among managers and leaders, and retain critical talent.
I’m no exception to this and have experienced (IMHO) more than my share of crazy, power hungry, clueless, and just plain incompetent behavior from managers that I’ve worked for. But, in the spirit of making lemons from lemonade, here are three of my best stories about some poor manager types and the critical lessons I took away from working with each of them, which (I hope) have made me a better leader.
They’re now the largest generation in the workforce and we are still trying to figure out Millennials and what they want. Benefits are a key driver for today’s workforce. Gallup’s 2017 State of the American Workforce Survey reported that Millennials want benefits and perks that directly impact their lives and the lives of their family members.
Despite the heightened activity and conversation about #MeToo, reducing incidents of workplace sexual harassment will take time. Nearly 75 percent of people harassed in the workplace don’t report it. To effect positive change, organizations need to figure out how to get more women (and men) to come forward when issues arise.
As the labor market tightens, now is the perfect time to start building the case for workforce planning at your organization. The need is there, all you need to do is demonstrate the power of workforce planning to address it.
Change is the most common and universal currency. We age, settle down, uproot, and move through different phases of our lives, accruing different work and life experiences that shape our perception of the world. And candidly, we have no choice in the matter. We cannot remain static. In business, change defines and drives success, and those organizations unwilling to accept or evolve have found themselves unable to keep up (Blockbuster, Circuit City, Kodak, etc.).
Interviewing candidates for an executive role can provoke anxiety for hiring managers, and those concerns are compounded with the realization that senior-level positions usually require change leadership and come with high performance pressures. While the company may have made the ideal hire, their new leader’s success is not a foregone conclusion.
Recognition is best exercised when it comes from all parts of the organization. Recognition from multiple levels, rather than just management, establishes a shared trust within the team. And the best part -- that trust reaches those your business serves.
To bridge the talent gap and meet the demand for a strong, competent workforce, companies must take matters into their own hands by training and developing their employees.
As company leadership increasingly shifts their attention towards achieving an outstanding employee experience across the lifecycle of an employee, appreciation and recognition will be two of the largest factors that both increase overall employee happiness and drive engagement levels and ROI. That’s because appreciation moves the needle on employee engagement and helps bring out the best work in employees.
It’s a defining moment when team members begin to sense that they have far more control over events than they previously realized; that they aren’t hostages of any situation or history; that collectively they have substantial capability to shape their world. They can see alternative futures, and they’re about to claim positive ownership of something powerful, no matter how small.
HighGround sponsored a webcast in March that featured Sam Stern and Michelle Rashid. In each of their presentations, the speakers used well-known books as a jump off point. Sam referenced two books that seek to explain what motivates us, Drive and The Progress Principle, to connect employee experience to customer success. Michelle shared that her company used The Advantage, which talks about organizational health, as the basis for developing Virtuoso’s new engagement program.
The definition of a human resources business partner (HRBP) has undoubtedly changed over the years. Originally the job was very different from traditional HR roles in that it dealt with more money-related issues, working with administrative heads of departments and not employees themselves. An HRBP was a less employee accessible role. They were HR professionals that specifically worked toward employers’ long-term goals.
Complaints about performance evaluations are nothing new. Employees think the process is demeaning. Managers and supervisors find them burdensome and ineffective. Lawyers tell us the forms work against us in court. So, we throw up our hands and declare we’re done with them. But before long, we return to the same ritual.
Our March, 2018 Talent Pulse Research shows that Strategic Workforce Planning (SWP) is key in adapting to change, but businesses are finding that these plans often need to grow beyond their organizations and into the communities around them. As businesses forecast their talent supply and the skills needed for emerging roles, many find they must broaden their search for talent to keep pace with change.
Ever-changing candidate expectations have led to radical shifts in tools and technologies needed to attract top talent. “Posting a job” barely scratches the surface of what it takes for an organization to find the right candidates, let alone provide an engaging candidate experience that communicates the value of a job with that company.