For businesses across industries and around the globe, 2020 was defined by the need to do one thing above all: adapt. As we kick off 2021, HR must do more than simply adapt to survive. The key is to adopt an agile approach, one that offers sustained success across three business-critical areas—and continues to serve your business well beyond the next phase of pandemic-fueled uncertainty. The name of the game will be agility and the stakes are higher than ever before. Here are three strategies you can use to become a more agile HR function—and some reasons why it’s imperative you do.
The past nine months have been a whirlwind of events that kept HR and business leaders on their toes. Most likely, you didn’t have much—if any—downtime. Now that we’re in the lull before the new year, it’s a good time to catch up on the insights from this year that will equip you for a fresh start in 2021. To make it easy, we compiled our very best how-to articles into a single post. Come back to it whenever you need guidance on navigating the new world of HR and work.
In 2017, Kniché Clark, VP of HR Operations at Change Healthcare, was tasked with helping to implement a merger with the medical supply company McKesson. Dubbed “Change 2.0” by Kniché and her colleagues, the combined entity provides IT solutions to hospitals, doctors’ offices, insurance companies, and other healthcare-related businesses, with Change Healthcare’s products enabling different systems within the healthcare continuum to talk to one other. Kniché’s role already entailed supervising HR support for over 15,000 active employees spread across seven countries. To integrate staff from the merger into a centralized infrastructure while ensuring HR could continue to service employees’ needs and requests efficiently, she knew that outside solutions were needed. “We were going through…the process of integration of two different companies,” Kniché explains. “With that, we also had some very specific timelines as to when we had to get certain systems set up so that we could operate independently of McKesson, the larger entity of the joint venture.” Here’s how Kniché and her team partnered with PeopleDoc to ensure a successful merger—and smoother processes for HR.
When we are in a typical workplace and need help, we can usually walk around the corner and ask someone for assistance. With increased numbers of employees working from home, “walking around the corner” just isn’t possible anymore. But employees still need help and organizations still want to offer assistance. One way that organizations can achieve this is by setting up a “help desk.” We’re familiar with the concept of a customer “help desk.” It’s a combination of technology and human support to help customers with questions and issues. The same principle applies for an employee help desk. The goal is to use technology and human support in an efficient and effective way to take care of employee needs. There are three notable benefits to using a help desk for employee support:
Sometimes, when you need to hire hard-to-find talent, the fastest and most cost-effective route is to acquire a company where that talent currently works. Known as acquisition hiring (or “acqui-hiring” for short), this practice also allows companies to add new products and services to their repertoire if they choose—but the driving factor behind the transaction is always human capital.
At the start of the year, few people imagined they’d soon be working from home for the foreseeable future. Few leaders did, either. As such, when businesses around the world were faced with the prospect of transitioning to a remote work model in a matter of days, not months, some found themselves scrambling to ensure that important documents, information, and tools kept in filing cabinets and on on-premise computers wouldn’t be out of reach. Others managed a more seamless transition. They’d already transitioned to the cloud.
Most organizations have customer service philosophies. Examples include “Put yourself in your customers’ shoes” and “Put your customers’ needs first.” A customer service philosophy is defined as a group of shared principles that guide every customer interaction. Often, they are linked to the organizational mission, vision, and values. Customer service philosophies include references to honesty, respect, empathy, and making customers a priority. In thinking about external customer service philosophies, it raises a question. Shouldn’t organizations also have an employee (aka internal customer) service philosophy?