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.
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.
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.
Change is rarely easy and often essential. As your company evolves and the HR technology that once supported your workforce starts creaking under its weight, adopting new tools often becomes a necessity—but that doesn’t mean your workforce has to like it. Developing a thorough HR change management plan can help smooth the transition, of course, but even the best-laid plans can start to fall apart when the ship hits an unexpected iceberg.
As Intel CEO Bob Swan recently wrote in a letter to customers, “We are witnessing what will surely be remembered as a historic deployment of remote work and digital access to services across every domain.” He’s right: virtually overnight, countless businesses were forced to adapt to a remote world in response to coronavirus—condensing what would typically be a multi-year digital transformation plan into days or weeks. But those with digitally dextrous employees had a head start.
For some HR professionals, the idea of leading a global HR transformation is intimidating. For Adriana Bokel Herde, it’s the foundation of her career. After leading, implementing, and managing digital transformations at organizations both big and small, Adriana has a proven track record of establishing HR as a strategic and innovative business function—and she’s passionate about helping other HR professionals do the same. Today, Adriana is Chief People Officer at Pegasystems, a leader in cloud-based customer engagement software. On an episode of the HR Leaders podcast, she joined Chris Rainey, CEO and co-founder of HRD Leaders, to discuss the first digital HR transformation she ever led, the lessons she learned, and how that experience shaped the rest of her career.
Recently, Twitter announced that its employees will be allowed to work from home for as long as they choose—not just until the lockdown restrictions lift. It isn’t the only company considering making its temporary work-from-home policy a more permanent fixture. Many that were once hesitant to offer remote work options for fear of dips in productivity and collaboration have seen firsthand that their workforces can thrive remotely. And after making the necessary investments to enable remote work at short notice, much of the infrastructure is already in place to extend this option for at least some employees in the long run.