Willard Marriott, founder of Marriott International, is famously quoted as saying “Take good care of your employees, and they’ll take good care of your customers, and the customers will come back.” It makes a lot of business sense. But it raises the question, what does “take good care of your employees” mean? If we asked employees, chances are that they would define “taking care of employees” as designing work that’s interesting so people will want to do it. It means paying employees a fair wage and providing competitive benefits. It includes managers recognizing employees for a job well done. And lastly, it embraces the organization making ongoing investments in an employee’s career. All of these activities are expected when it comes to taking care of employees and HR plays a role in all of them. Right now is a perfect time for HR departments to consider how they can plan to provide an exceptional level of service to employees.
In the early days of the COVID-19 pandemic, the idea that this unprecedented situation could be anything other than temporary was almost inconceivable. Employees talked about “when things get back to normal,” and managers planned for short-term disruption, rather than long-term change.
The COVID-19 pandemic has highlighted the need for robust, nuanced, and responsive employee engagement surveys. With employee needs changing rapidly, it’s critical for HR professionals to understand how their workforce is feeling in the moment and over time. But while employee surveys can provide these answers and more, the quality of the data obtained is often directly proportional to the quality of the surveys themselves. Surveys that are poorly worded or not fully thought through can be more susceptible to a range of response biases, such as the desire to present oneself in a positive light or the tendency to gravitate toward categories expressing disagreement. These biases can skew the survey results, presenting an inaccurate picture of life at the company. But even if every response obtained is truthful and balanced, if few employees actually finish the survey, that picture will always be incomplete.
A recent article in Human Resource Executive Magazine posed the question “Is a hybrid workforce the wave of the future?”. A hybrid workforce is being defined as one where there’s a significant number of both onsite employees and remote employees. It might not be a balanced 50/50 but more of a situation where the percentages justify the need to consider each workforce group’s needs separately.
There’s a lot of talk these days about what “strategic HR” really means. But when it comes to implementing a strategic approach across your department and in your own day-to-day role as an HR leader, terminology isn’t what’s important—it’s results that really matter. So, instead of trying to define the over-defined term, let’s explore what it actually takes to become a strategic HR leader. Here are some actionable steps you can take to cultivate your strategic side.
One of the activities that’s great for building skills and experience is leading a project team. As a project leader, you can gain exposure to different situations, learn new things, and start to build positive working relationships with a different group of coworkers.
Most HR teams recognize the importance of digital transformation. But when it comes to identifying and implementing necessary organizational changes, how do you actually get started? This was the subject of a recent webinar by Human Resources Executive, sponsored by PeopleDoc and moderated by Steve Boese, HR Technology Conference Chair. Joining Steve were two digital transformation experts from HR advisory firm IA: Mary Faulkner, a senior advisor, and Kimberly Carroll, managing principal.