Consumer appetites and buying practices change. Government legislation changes. And with little warning, work practices have just changed.
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Certainly as a single parent, I want my children to know they are worth every bit of time and energy that I put in for them. However, I have often felt a dreaded guilt.
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We've lost count of the number of conversations with Business and HR executives about their need to staff up their TA functions after a period of downsizing. When we ask “why don’t you just hire back past TA team members?” we are told “no, they weren’t that good anyway”.
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…a deluge of cutesy posts on social media, and invites flying about to join social chat rooms - all from folks whom we wouldn’t usually hear from in the day whilst they’re busy in their company offices…
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We all know “bosses” who have a firmly rooted belief that all workers should be physically present onsite, at work. But with swathes of employees now forced into a remote work arrangement, HR teams are needing to target those managers with immediate coaching and support
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The stereotypes would have you believe these were venues for "secret mens business" where the chaps could cuss, burp, smoke like chimneys, drink whiskey in the morning and tell ribald stories at will whilst turning the wheels of power
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No running away and escaping. No crouching and hiding. The clock is ticking. The bell is tolling. It means standing your ground and fighting the good fight. You stand up and show your courage because you, your colleagues, your organisation, your community and the ones you love are very much dependent on the success of the Change Programme for your and their survival.
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Hiring managers are NOT looking for job descriptions or activities on your resume. Job descriptions are simply boring descriptions of the responsibilities of the HR positions you have held in the past. Today, that simply won’t cut it.
The language of business is dollars and numbers. Everyone wants HR folks who deliver impact and produce results.
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It means a bottom gets on the seat sooner, to maximise delivery and productivity for the function. It means the company is never feeling "at ransom" in addressing performance issues for the fear of being left short of a key specialist. It means minimum disruption to the team and to the company.
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Today for instance, on LinkedIn we see that of 2,648 advertised jobs at HR Director level within the USA, only 6 are available for a part time work arrangement. There are 0 advertised jobs on that same site for part time HRD roles within the UK.
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Comments I’ve received from this group in this month alone include:
“You don’t know what you’re talking about so do yourself a favour and put my CV through your client if you want to make some money.”
“What a f*****g pile of s**t”
“Bog standard automatic reply, don’t know why you bothered you moron”
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I then observed a cafe with a sign in their window, offering free coffee and breakfast for anyone unemployed who was to attend an interview that day.
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Arguably we’ve already raised enough business leader astonishment and derision at our need for “Finance for HR” courses. You rarely see other functions getting called out for a ‘dummies’ approach to understanding business fundamentals, so stampeding to courses on “Digital for HR” may not be our best tactic.
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Digital transformation is being bandied about as the answer, and technologies such as Blockchain are being considered for automating a range of tasks which would instantly free up the time of HR departments around the world.
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Recruitment driven diversity strategies miss the point. Well meaning leaders intent on 'fixing' the problem often order 'hire more women' as the solution......
- women are hired but don't stay because they are not included
- men are very defensive and resist, resist, resist!
- women feel they are tokens - and it impacts their personal confidence and effectiveness.
...46% of candidates who believe they have had a “negative” overall experience say they will take their alliance, product purchases and relationship somewhere else....An unhappy candidate could also make negative remarks about your company, chasing away potential talents and clients. In fact, 27% of candidates following a bad experience would “actively discourage others to apply.”
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Financially savvy HR managers can identify where the “artful” aspects of finance have been applied to the numbers, where the “soft spots” (or BS) are in the numbers, and they know how applying the numbers differently might lead to different conclusions. They are thus prepared, when appropriate, to question, push back and challenge the numbers like any other member of the business team.
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As part of her interview answers, she regularly references (by name!) the people in her team and/or her business, who are poor performers and/or leaders. In fact, she cannot speak well of anyone in the organisation.
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