Friday, April 22, 2016

WANTED: The Bold HR



WANTED: Bold HR 
Recently, while searching for my notepad in order to jot down ideas, I stumbled on the notes that I took down during the last quarter of last year (2015) while reading an article on “the daunting challenges of human resources today by Josh Bersin, Perspectives 2015.”
Reading through the notes and review of the current economic challenges in Nigeria, it brought to fore the need to have bold HR people in our organisations today, if we are to get out of the current doldrums and keep our companies afloat to weather the storms.

Organisations are demanding more from HR as times becomes tough and the need to remain successful becomes high.  Technological changes are also adding to the pressure everyone is going through.  This is the season for “Bold HR”.  Are you a “Bold HR”? – one who is radical in thinking that would introduce initiatives that would turn things around quickly, without complicating things.  Josh Bersin, in the referenced article, listed what he called the path to Bold HR. I will attempt to summarise them below:

1. Learn – the path to becoming a Bold HR is to understand the times, and the challenge(s) that your organization is facing. Understanding your organisation’s business, and the challenges today, will enable you diagnose properly the issue that needs to be addressed. It is no wonder we are called to be business professionals first, then human resources professional next.

2. Prioritise – after proper diagnostics, the next is to choose what would make the most impact on the fortunes of the business. Don’t go applying all possible solutions. Choose the twenty percent that would give you the eighty percent impact on the business.

3. Design – you need to tailor your solution to the unique need of your organisation. Don’t import solutions and expect success.

4. Select – whatever solution selected at the end of the day should be such that can get your organisation to where it wants to go and solve the challenge.

5. Implement – good solutions without implementation is as bad as no solution. Ensure that you have an effective implementation plan that would be followed through to the end.

6. Measure – this last point will set HR leaders apart. This is the outcome every business leader is looking for. Is your solution having an impact on the fortunes of the organisation?

Don’t be a clog in the wheel of your success. In order to succeed, you need to be passionate about the change you want to bring about, get others involved, especially the business leaders in your organisation and never fail to seek knowledge wherever it can be found, and adapt same to solving the challenge facing the organisation.

Go out there and show that you are the Bold HR that organisations are looking for.

image: Getty Images on www.inc.com

3 comments:

  1. Tough times stress your sales team. They are likely to do less at the same pay. While your organization cannot Increase salary while doing 50% of projected revenue.

    My bold approach.

    Double the targets thus double the revenue. Pay handsome commission from 20 % of the extra revenue against the extra sales over and above your orignal target.

    If you are lucky 100% of your sales team go above your orignal projection. Otherwise 20% are likely to give u the extra effort.

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  2. The economy crisis has taken its toll on the reduction of the human force in the organisation as it's strive to manage the current financial crisis without additional cost. It is imperative that the organisation in a bid to manage the present financial situation should also remember to reward employees who have have contributed to the success of the organisation and who have exhibited loyalty, commitment and are hard-working. Every team \organisation should be able to boast of a good and efficient work force. Olaide Benjamin

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  3. An Economy in Crisis affects the organization's bottomline. Tangibilizing crisis from an organization's perspective means reduced revenues due to reduced sales. To realize projected Net income the organization will have to scale down its costs.

    Olaide Benjamin, rewarding loyalty during crisis is an upward cost driver. Thus it negates revenue. I agree to rewards when targets are doubled. This means that people will be rewarded on the basis of extra effort. This will be a win-win position. Hence managing by results because more critical

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