Reinventing Human Resources

Employees are often confused by exactly what HR does, or is supposed to do. Managers transfer employees to the HR department because they don’t know what to do with the “bad” employees. HR runs to the handbook for everything. HR is the “hammer.” HR is the “bad guy.” I think I have heard it all. Realistically - HR is viewed as a pain in the butt. All those rules, regulations and policies. Sorry, we’re not here to make your life hard. But I guess it looks that way.

Human Resources has traditionally been a tactile, administrative function with responsibilities such as benefits, payroll, recruiting and lots and lots of paperwork. This is all secondary to enforcing policies and procedures. While one of the roles is to represent employees, HR additionally keeps the best interests of the organization in mind.

But the role of HR is changing. The HR department in most companies now has a more active, strategic role in an organization. However, HR needs to maintain that “customer service” frame of mind to truly meet the needs of both the organization and its employees.

So let’s talk about reinventing your HR department.

Step One:
Begin to look at employees and managers as your business partners/customers and Human Resources as a service center. Know who your customers are – people are the key to the success of any organization. Know the key areas of improvement that are required in your organization. If you don’t know – you are not in touch with your customers! Have group discussions with the departments and/or teams and ask one single question: “How can HR be your partner?” Remember, you are there to deliver service whether it’s to an employee, a manager or a supervisor. You’re running a business, a “people” business.

Step Two:
Human Resources should be viewed as a friendly, helpful department, so make any interaction a positive experience. Hold yourself accountable for improved “customer service” for the organization. Be accountable for what you said you would do. Regularly assess the attitudes of the organization’s managers and employees. Follow up with your customers on a timely basis. Ensure that each individual feels he/she are valued by the organization.

Step three:
Become an advocate for the managers in your organization. Managers are given the most vital resource in the organization – its people. Mentor, coach and support the managers, assisting them to become leaders to the people they work with. So many problems with workplace productivity can be traced back to management issues and/or lack of management training. Managers are often overworked and stressed out. As a result, they may overlook the needs of their own staff. HR can assist both the employees and the manager in forming healthy departments and developing enhanced communication.

Step four:
Be proactive versus reactive. Head problems off before they become problems. Yes, this may require a bit of creativity on your part – but use common sense. And communicate. Use face-to-face meetings, emails, whatever it takes. There are so many ways to ensure that good clear communication happens. Be out there and foster communication within the organization. By maintaining open lines of communication with your business partners, you will be able to create trust and credibility. Remember to always, always follow-through on your commitments.

Step five:
Make the change and ensure that the change has a positive effect on the organization. Change is often hard to sell. While you may have a seat at the table, make sure you have earned it. Make sure you know the business, know your customers. Connect with both! Talk and walk company values and assist the managers and employees in aligning with those values.

I read the following line somewhere. I don’t remember where, but I’d like to borrow it for this blog: “Build a relationship first, do business second.”

My on-going thanks to Mrs. Emily McGowan for her proof-reading services.