The HR Game Changer Blog

Where is your HR team on the game changer scale?

The last 12 months have shown me absolutely & without doubt that HR has split. Not into HR operations & strategic HR – but into HR that is working to transform itself and change the game and HR that is protecting it’s patch, not trying new things and sticking with traditional “best practise” HR (and some who are in the middle!).

Having met thousands of HR people who are running very traditional HR functions, and only a handful from the game changer camp, I’ve seen some clear differences about the initiatives and processes they’ve got in place. And hearing about the game changing companies around the world I’ve also seen what their HR teams (or where they’ve got rid of HR, their management teams) are trying.

So where is your HR team/function on the HR Game Changer scale?

Have a read through the statements below and decide where you currently are, and how this compares to where you want to be.

HR area Traditional HR function Somewhere in the middle HR Game Changer
Technology
  • Scared of trying out technology – hasn’t tried Twitter, webinars or business apps
  • Still using manual systems or old technology and spending time on processing
  • Mainly using email to communicate
  • Has tried out some technology – a webinar or Twitter or a business app
  • Using some manual systems but utilising technology for bulk areas to reduce processing time
  • Trying out different ways to communicate (e.g. Facebook or LinkedIn group)
  • Regularly trying out new technology – even if it’s not the right solution (webinars, social media, apps, hacks, social learning tools).
  • Using technology tools to effectively reduce large amounts of HR administration
  • Using technology tools to engage with the business and communicate in different ways (e.g. Mood App, Yammer)
Performance Reviews
  • Making review processes more complex & very closely tied to remuneration (bell curves ahoy!)
  • Introducing 6 monthly reviews as an innovation
  • Focus on inputs, not outputs
  • Simplifying review processes to make the focus about the conversation
  • Starting discussions about changing to outputs and moving away from bell curves or linking to rem
  • Trying out more agile and ongoing ways to give feedback with a yearly summary at the end (rather than an annual reviews)
  • Uncoupling review processes from remuneration
  • Focusing on outputs, not inputs
Learning, Recognition & Reward
  • Having complex annual incentive schemes that takes weeks to calculate
  • Providing the same reward programme for all
  • Everyone working 40 hours a week Mon – Fri & never gets time for development
  • Running HR or L&D led workshops for training
  • Having simple incentives that don’t take much time to understand or calculate
  • Moving towards flexible working and a range of blended learning development options and having some employees utilising this
  • Paying people more – who really role model the right values, rather than results
  • Providing flexible work hours and a range of self-directed and blended learning options and having many people utilise this
  • Using a variety of recognition & reward strategies to treat each person individually
Work Places
  • Having drab, colourless workplaces that aren’t nice to be in with policies that you can’t put posters up
  • No flexibility in desk set up, and either offices or open plan – nothing in between
  • No casual Fridays.
  • Introducing some colour into the workplace and different spaces for people to work (e.g. a couch in the meeting room)
  • Casual Fridays and other times where people can dress differently (e.g. volunteer days).
  • Having a workplace that’s colourful, has lots of windows, standing desks, walking meetings, offices for thinking work (rather than all open plan) = activity based spaces.
  • Having flexibility with dress code – people can dress as a superhero if they want to!
Management Structures
  • Managers promoted on length of service or technical operational skills
  • Command and control model still going strong
  • Moving to assessing mostly people competencies for management roles
  • Building a more collaborative management model
  • Managers promoted just on people skills not technical skills
  • Having self-managing teams with a technical expert and a people coach, rather than a ‘manager’
Your own HR Development
  • HR team are too busy for their own development or say there is no budget.
  • HR team attends some training on operational HR but not transformational events.
  • The HR team go to a range of events, conferences & training to grow their skills – even if they are busy & there is no budget – they make it happen – and share the ideas with their business.

If you’ve found you’re still in the traditional model or somewhere in the middle and you want to move more towards transforming and changing the game – think about what actions you could take to do this. Write them down!

If you’re stuck for ideas on how to transform – then download the business case to attend the HR Game Changer Conference to hear the case studies of how HR are innovating, learn some new transformation tools and meet other like-minded HR people – and then take the learnings from the conference back to your executive team to get them on board.

If your business is nowhere near transforming yet, but you want to modernise and make sure what you’re delivering is effective – then our HR Business Partner Summit might be right for you.

I truly believe that traditional best practise HR is holding us back from creating real success for our business. It’s creating friction, it’s slowing things down and not providing managers or employees with the tools that could make all the difference.

If every HR team looked at way they can start to move away from best practice to ‘right fit’ HR and start to transform – we will start to change the game!

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This entry was posted on July 6, 2015 by and tagged , , .

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