As we have said several times already, HR is most effective when it is tailored to the needs of the individual organisation in which it is set. There is no one size fits all or best practice. There are however, some universal things that we would recommend you do, or avoid doing, wherever you are doing HR.
Here are our top tips for HR professionals everywhere:
1. Beware of the word ‘precedent’. An employment tribunal will broadly expect you to treat people to a similar standard. But neither it, nor equality legislation, requires you to treat everyone the same. Doing something because it is ‘precedent’ or because you might set one, is a pretty poor reason for doing anything or nothing. Consider every set of circumstances on its own merits.
2. Let your managers make the final call on their people stuff. It is after all, their team, their budget, their responsibility. Offer clear advice. Explain risks and potentials. Provide options. Tell them what you would do. Then empower them to do what they feel is best. Only intervene if they are exposing the business to unacceptable risk.
3. Get out of your office and talk to people. A common complaint about HR is that they are out of touch with what is going on in the ‘business’. This is an accusation that cannot be thrown your way of you know what is going on.
4. Stop talking about ‘the business’. You are the business. So make sure you understand it too. Don’t just turn up for the people bit on the meeting agenda. This doesn’t make you a partner, it makes you one dimensional.
5. Don’t blame line managers. If people are not cascading your comms, following your policies, doing their performance reviews then it’s up to you to find out why.
6. Before you introduce anything new ask yourself these questions: does it make people’s lives easier? Does it make things better for the people who work for us? How will this make people feel?
7. It is a good test when considering a decision or a policy approach to simply ask yourself; if this was me, how would I want to be treated?
8. Run the race you are in. The only people who should be Google or Zappos, are Google and Zappos. Be good for you with your resources and your context. Define your own value add.
9. Do good people stuff. Always.
10. Let HR lead the way. No one knows the people stuff better than us. Don’t be afraid to stand up for what you believe in and make sure your voice is heard. Never apologise for wanting to do good people stuff: if someone doesn’t value it that says more about them than it does about you or what you do. Be proud to work in HR.
And finally, never, ever, worry about your seat at the table.
Here are our top tips for HR professionals everywhere:
1. Beware of the word ‘precedent’. An employment tribunal will broadly expect you to treat people to a similar standard. But neither it, nor equality legislation, requires you to treat everyone the same. Doing something because it is ‘precedent’ or because you might set one, is a pretty poor reason for doing anything or nothing. Consider every set of circumstances on its own merits.
2. Let your managers make the final call on their people stuff. It is after all, their team, their budget, their responsibility. Offer clear advice. Explain risks and potentials. Provide options. Tell them what you would do. Then empower them to do what they feel is best. Only intervene if they are exposing the business to unacceptable risk.
3. Get out of your office and talk to people. A common complaint about HR is that they are out of touch with what is going on in the ‘business’. This is an accusation that cannot be thrown your way of you know what is going on.
4. Stop talking about ‘the business’. You are the business. So make sure you understand it too. Don’t just turn up for the people bit on the meeting agenda. This doesn’t make you a partner, it makes you one dimensional.
5. Don’t blame line managers. If people are not cascading your comms, following your policies, doing their performance reviews then it’s up to you to find out why.
6. Before you introduce anything new ask yourself these questions: does it make people’s lives easier? Does it make things better for the people who work for us? How will this make people feel?
7. It is a good test when considering a decision or a policy approach to simply ask yourself; if this was me, how would I want to be treated?
8. Run the race you are in. The only people who should be Google or Zappos, are Google and Zappos. Be good for you with your resources and your context. Define your own value add.
9. Do good people stuff. Always.
10. Let HR lead the way. No one knows the people stuff better than us. Don’t be afraid to stand up for what you believe in and make sure your voice is heard. Never apologise for wanting to do good people stuff: if someone doesn’t value it that says more about them than it does about you or what you do. Be proud to work in HR.
And finally, never, ever, worry about your seat at the table.
Role of Human Resource In Organization. Human Resource Management.Practical guide to Human Resource. Human Resource Definition.Human Resource certification.Human Resource employment
Role of Human Resource In Organization. Human Resource Management.Practical guide to Human Resource. Human Resource Definition.Human Resource certification.Human Resource employment
Role of Human Resource In Organization. Human Resource Management.Practical guide to Human Resource. Human Resource Definition.Human Resource certification.Human Resource employment
Role of Human Resource In Organization. Human Resource Management.Practical guide to Human Resource. Human Resource Definition.Human Resource certification.Human Resource employment
Role of Human Resource In Organization. Human Resource Management.Practical guide to Human Resource. Human Resource Definition.Human Resource certification.Human Resource employment
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