Strategic Human Capital Insights

Take an Organizational Quality Assurance Diagnostic.

As organizations move through continual change, staying up-to-date and relevant is now a strategic imperative.  Nowhere in the organization is this more relevant than to a Quality Assurance Department whose function is to always maintain quality despite the change swirling around it. The challenge of managing quality assurance in a changing workplace is analogous to changing the tires on a car while the car is traveling at 60 miles per hour.  As difficult as it may seem, the goal is to always maintain Quality Assurance.

The employee handbook may be underestimated, but it is certainly strategic!

Do you really need an employee handbook? This question predictably comes up when I speak with company management, often because the Employee Handbook is considered moderately useful but not on the top of management’s priority list. Why is that? Because often the Employee Handbook:

• Isn’t current
• Doesn’t cover the full range of issues
• Isn’t specific enough to be meaningful
• Isn’t given to new employees
• Isn’t used by management

However, one thing is for certain, when something goes wrong in an organization, the following happens:

• From the manager’s perspective: Managers look to the Employee Handbook for guidance and protection from liability.
  
  
• From the employee's perspective: Employees look to the Employee Handbook for guidance and protection from liability or loopholes created by omission or ambiguity.

Take the Job Description, Performance Review and Development Plan Challenge

It’s Performance Review time for many organizations. However, with the rate of change accelerating and the rate of skills / knowledge obsolescence increasing faster than ever, can you really only review performance once or twice per year? As managers, how can you even justify that ancient practice? Today, continuous performance improvement has replaced the time-honored, annual Performance Review process, so employees continue to be the appreciating human assets that are always aligned with corporate strategy and goals.  It may seem like an onerous, time-consuming process, but is it really? When viewed through the lens of great management best practices, let’s shift the performance review paradigm to a continuous improvement paradigm where we treat our employees, our human assets, the same way we look at continuous improvement for processes. Why would we continuously improve processes and not continuously improve people? 

Where to Start?

Let’s take the performance management processes out of the HR department and place them squarely under the responsibility of managers since employee performance management is one of the prime job responsibilities of managers. Where do you start with this strategic and holistic approach?

Both employee and manager loyalty has always been considered a good thing. So what’s changed? When does being loyal long-term, at all costs, go from a virtue to a liability?

The concept of "change" has changed everything. When companies grew at standard rates, and change was incremental and predictable, manager and employee loyalty could keep pace with each other and the organization's direction. Now, however, when organizations are growing fast and adapting to new technology, new processes and methods, increased customer demands, and additional new employees, the predictable, static environment that many employees are comfortable with has morphed into chaotic, change-driven, unpredictable frontiers where the old rules and controls have evaporated. Increasingly, the latter describes today’s work reality. 

Here are some essential questions to consider when thinking about loyalty:

• What does it mean for the employee to be attached to the old rules and controls and have real issues adapting to the new work reality? 

• What does it mean for new employees who don’t know the old rules and controls and don’t need to work under those constraints since that work environment has shifted?

• What does it mean for the manager who must manage these two conflicting and competing employee needs?

Take Up the Job Description Challenge
Can a simple and often overlooked job description really safeguard your organization? They should if job descriptions are used to strategically align organizational goals and results with the employees' individual efforts. To achieve this alignment, you need to review the following Job Description Checklist to assess:

Job Description Checklist

• Are your current job descriptions as robust and strategically focused as they should be?
  
  
• Do you and your employees clearly understand their jobs and accountability at a detailed level?
  
  
• Does your organization have a robust and honest employee assessment process driven by the detailed job description? The assessment process should align with the job description and be used accordingly. If not, what are you assessing employees against?
  
  
• Is your organization committed to managing and monitoring the job description, assessment, and employee development process to ensure all efforts are aligned, optimal, and focused on strategic initiatives?
  

As managers, facing the vacation season always proves challenging. When the first person approaches you with the request to take off a day or two for a long weekend, or another employee is planning a one or two-week family vacation, the stress of ‘how is the work going to get done’ begins. 

Have you ever asked yourself one or more of the following questions:

• How did the plan you had to provide backup for everyone on your team not get executed?  Where did the time go?
• How are you going to train the right people with the right skills and competencies to get the job done right? 
• How can you tell some employees that they must reschedule their vacations due to a lack of backup? 
• What is going to happen to employee morale? 
• What is your boss going to think of your planning skills? 
• How did this happen again? 

A critical question for today’s leadership: Are your employees appreciating in value, maintaining their value, or declining in value?

Businesses consistently refer to employees as “their most valuable assets.” However, when we look at how organizations view employees, many fail to deliver on that mantra. Employee management continues to be based on models developed in the late 20th century. Along with outdated employee management models, we see Human Resources struggle to transition from organizational operations, support, and compliance to a true strategic partner role.

In that role, Human Resources must drive Human Asset Management Strategy (HAMS) to encourage leaders to shift their approach to the critical element of success - employees.

Are We Appreciating All Our Assets?

Today, any organization will say that its employees are the most valuable asset to the organization. As new process applications, automation, and artificial intelligence continue to make their presence felt in the workplace, employees keep things running, provide the critical customer interface, and discover the opportunities to leverage technology. When we step back and look at organizations, we tend to find that leadership does not put the same emphasis on their human assets as they would on a physical asset they are acquiring or optimizing. I'm not implying we should treat people like equipment; however, as our most valuable asset, we need to put the same effort into ensuring employees can be most productive while providing an environment where they increase in value to themselves and the organization. Our employees, our human assets, have one key advantage that physical assets do not - they can increase in value over time.

Job descriptions are the unsung hero driving the Performance Management process. If the performance management process is fundamental to your Human Asset Management Strategy (HAMS), job descriptions are the mighty little, obscure engine driving the whole process.

How important are job descriptions in HAMS, and how can those often-forgotten job descriptions be so important? Because if they are only used as HR tools for job banding and compensation, then they are misnamed. If that's the case, they should be called job categories. Here's what job descriptions should be doing for your organization.

You must first determine the function in your organization responsible for utilizing job descriptions. What is the job description's real, dynamic driving force behind them? To analyze this, we start with where job descriptions are parked. Job descriptions can live in HR, but that should only be their part-time home. Job descriptions should be relevant to every functional group in every organization and be used by the functional group full-time! Job descriptions are the foundation to determine what a job does, how an organization works, how it grows, if it can grow/compete and if it will stagnate. Most importantly, job descriptions must not only live in the operating functions, job descriptions need to be relevant and referenced continuously. As a consultant, I have frequently heard these answers to the question, "Can I see your job descriptions?":

The Statement: “That’s Just Bob Being Bob."

Have you ever heard this statement before, or worse yet, have you ever said those words yourself? I know I have certainly heard those words in every scenario, from work to athletics to family, and my emotional response to those words has ranged from frustration, consternation, disgust to despair. 

What does this have to do with Performance Review? Since many of you are in performance review season, consider if you have an employee that you can associate with this statement, “That’s just Bob being Bob”. The situation that causes this statement doesn’t live in organizational isolation. Let’s take a serious look at the negative organizational impacts in the workplace of this statement and the underlying situation.

Here’s a recent and very real situation I witnessed in a store that provides a customer-related service.  I’m sure we have all experienced a situation like this in the workplace. As you read through this situation, think about all possible resulting organizational impacts. As a manager, if you have one of these employees/situations, the performance review process is the perfect time to identify this person and set up a development plan to correct the situation, one way or another!