They are more than human resources. They are human beings who happen to be employees. What does it take to lead in a way that naturally appeals to what makes us human, and incorporate that into our work? Some thoughts.
I’ve had the privilege of watching and working with many senior leadership teams over the years. One of the things that I find most interesting is watching to see what happens when there are disagreements in the team. In the worst scenarios decisions are overly personalised, arguments are one sided, and relationships are strained as a result. The best of these teams understand how to handle disagreements whilst strengthening relationships through the process of robust and respectful discussion.
I did an exercise recently with a group, and I felt like Sam I Am from the Dr. Seuss book, “Green Eggs and Ham”. If you remember the book, the character “Sam I am” is trying to get someone to try green eggs and ham. There’s a whole rigamarole of objections until he finally tries them and likes them.
Cybersecurity is rising as a key issue on the radar of virtually all organisations. According to a recent AT Kearney report, cyber-attacks have been topping executives’ lists of business risks for three straight years. This concern is also driven by security and privacy becoming increasingly valued by customers, and by regulators stepping into the topic (GDPR in Europe, California Consumer Privacy Act of 2018).
Books, eyelids, convenience stores and even web browsers all have one thing in common... For them to function effectively they need to be open.
The same is true of the employees in any team, department or organization. Engagement (and all the good stuff that goes with it) thrives in a culture where open communication and workplace relationships are strong. In fact, today's workforce expects nothing less as they are used to posting their life stories in various public, online outlets.
Being open is having the capacity to
Innovative and, some would say, radical organisation design methods like Holacracy have sought to get rid of traditional management structures with the aim of introducing more agility, more creativity and more autonomy.
It’s official. HR has gone out of fashion. It can join trifle and perms in the category of things we look back on and wonder how we ever let that happen.
Let’s look at the evidence: HR leaders, surely the champions of their profession, don’t have HR in their job titles any more.
Many companies struggle and fail with their efforts to implement effective ways to improve their corporate culture and their employee relations. While employee engagement continues to be a hot topic with endless reports, statistics and trinkets of information on how organizations can improve and get more from their staff, how does an organization go about implementing meaningful corporate culture and employee engagement?
I want to consign the annual appraisal to the history books or the corporate torture museum set up in memory of unproductive, inhumane HR practices of the last 100 years. I’ve started this conversation already, if you want to flip back to my first blog - HR leaders - Why decluttering your performance management is the best decision you can currently make.