Wednesday May 31, 2017
By Jane Sunley, best-selling business-author and Founder of Purple Cubed
Employee engagement is surely at the top of every board agenda and a key priority on every leader’s to do list?
The world has changed. The way many people operate must change too. Today’s employees don’t want swathes of policies, micro-management, traditional learning and parent-child relationships.
They do want clear purpose, a well-defined culture, clear frameworks, adult-adult relationships and the tools to do the job. They want to drive their progress and development.
Every leader is a people leader
In today’s working world, every leader, manager and supervisor must recognise the critical role he or she plays in creating an environment where people are excited to come to work and will do a great job. People are fed up with merely surviving; they want to thrive (and, dare I say it, high-five).
It follows therefore that leadership should be responsible for recruiting their people (especially as they will then have to work with them), inducting them into the business, developing and engaging them, making sure they are set up to succeed and dealing with any performance or behavioral issues. Every leader is responsible for giving and receiving feedback and for the critical function of growing capability for the future.
The role of HR
For every leader to become a people leader, HR’s job is to make sure people leaders have the skills and tools so they are enabled and empowered to deliver. A key part of this is ‘going digital’. Busy managers would be able to recruit if they had a ready stream of internal talent coming in through via a digital talent management system backed up with external applicants from a digital applicant tracking system. By using the right tools and spending time on the right things, HR becomes an enabler not a doer. In short, HR needs to conduct the orchestra instead of playing violin, flute and big bass drum.
If HR are able to automate and / or outsource the transactional stuff, they will be able to make this happen and, in turn, be free to do more stuff that will make a difference.
It’s not easy, though with the right support, it is achievable, as this case study from best in class business and Catey Best Employer award winner Valor proves.
The next blog in the series on how to transform ‘the people stuff’ for today’s climate will examine how HR can conduct said orchestra – for an alert, subscribe below.