Redefining the Role of HR

Historically, HR has primarily focused on facilitating an organization’s benefits, curating the employee handbook, and fielding complaints. Data would suggest that this is no longer an effective approach, however. Gallup recently conducted a survey which concluded that millennials—the largest generation in the U.S. workforce—are not engaged at work. In fact, only 29% would say that they are engaged, and 60% reported that they intend to be working for another organization in the next 12 months.

Knowing how expensive recruitment and turnover is, what are organizations to do? It begins with what one of my former supervisors calls “a different approach to HR.” As opposed to focusing on compliance and interpersonal issues, it focuses on people and their thriving. It’s no mystery that when people are in positions that they can contribute to and that adequately challenge them, they are likely to give their discretionary effort and be more engaged with the organization. Here are three ways that Human Resources departments can put the emphasis back on “Human.”

1. Focus on alignment in the hiring process. Having a robust hiring process, which includes assessments that demonstrate competence and cultural congruity, is essential. I recommend (1) DISC profiles, (2) providing candidates with an assignment similar to what they will be asked to do in their role, and (3) asking them to write summary statements of what each of the core values means to them. I also suggest candidates have interviews with people from different levels within the organization. This gives a comprehensive understanding of a candidate’s cultural fit and their capabilities.
2. Measure employee engagement regularly. Think back to the last time you received a survey or were asked a question. The likelihood is that you felt valued, engaged, and an increased commitment to helping that person or organization succeed. It’s too late to measure employee engagement when the top three performers have left. It’s better to survey employees proactively and take swift action to improve engagement.
3. Make “Talent Diversity” a key metric for HR. This is a term coined by coaching colleague, Mike Goldman, in which it measures the number of people on the team who are performing at an A-level. This is done by an employee’s direct supervisor, but it’s a process in which HR should be active. A talent density score can help a senior leadership team to identify those areas where they need to invest in more training and do more recruitment before it’s an emergency.

In implementing these three tools, an organization can redefine its HR department to rightly position it as a business partner. Human Resources becomes an offensive initiative that comes alongside senior leadership, not as support staff, but as an equal to help them and their teams succeed.