Let’s acknowledge that HR professionals are human beings (really) and, like everyone else, they can easily get caught up in the day-to-day hustle of checking off tasks on their to-do lists.
But being “busy” doesn’t necessarily mean being effective.
Activity and task completion often becomes the focal point simply because it’s easier to measure. It’s easy to track how many job interviews were conducted (check!) or how many training sessions were held (check!). But the real emphasis, which also allows HR to talk about success and the value-add of the work they do, should be about the quality and effectiveness of those activities. Did the right people get hired? Did the training sessions lead to improved performance or better team dynamics?
So how, HR must regularly ask, do we move from being activity – oriented to being IMPACT – focused?
- Think Outcomes, Not Actions: Instead of merely tallying up actions (“we trained 73 Account Executives on use of the new CRM!”), we need to evaluate the results of those actions. What, beyond “attendance in training class” was accomplished? Are the Account Executives setting up more meetings? Closing more deals? Hitting their personal – and organizational – goals? Increasing revenue?
- Don’t Be Afraid to Say “No”: In the HR world, there’s always more work that can be done…and sometimes HR teams keep performing tasks that are neither desired, needed or adding any value. A typical example of this (my lord I have seen this over and over and over) is the running of monthly HR reports for dissemination to the leadership team because 10 years ago Bob the COO asked for them. And while Bob has long since exited the organization, the HR Generalist is still running the reports that Bob wanted in 2014. Eliminate the unnecessary. Just say “no.”
- Embrace Data: We all know this of course; it’s well past time to measure the effectiveness of HR initiatives. Don’t just track number of interviews held but measure the things that are pertinent to your business: quality of hire perhaps or time in interview stage or whatever metrics allow you to review, adjust and improve.
- Engage with Employees: Don’t operate in a bubble wherein you find yourself ONLY focusing on initiatives that are either self-determined (when HR teams with no input or external insight create strategic plans…ugh) or are handed down from on-high. Rather, make sure you’re actively listening to employees and deepening understanding of their concerns and needs. Don’t fall into the trap of determining HR strategy by simply HR-navel-gazing or only incorporating top-down mandates.
- Align with the Business Strategy: This goes without saying (hopefully) but there must always be alignment between HR initiatives and the organization’s overall business strategy. Going to market for new employee benefit offerings? Exploring dumping your existing HCM platform and finding a new one? Considering kicking-off an employee feedback scheme with engagement surveys and whatnot? All of those things must be done with a line of sight to the larger organizational goals.
I get it; HR professionals often feel pressure to prove their value to the organization by showcasing a high level of activity. This results in a frenzied bacchanalian orgy of busy-work (often on full display!) and the regurgitation of updates/reports to the-powers-that-be that are simply recitations of check lists.
But by shifting the focus – the mindset! – from mere activity to meaningful impact, HR professionals can become actual partners who can move their organization forward.
Busy work might make you feel productive, but it’s only the results that truly matter.
