Seven 'Ups' for HR professionals

HR professionals play a vital role in driving the 'people factor' for organizational results. Are they on the top or still at the tap? This has been an ongoing debate. In the context of every manager having to play a people role, the contribution of HR professionals has become increasingly important. Today's column sheds light on this aspect with emphasis on the Sri Lankan scenario. Let's discuss the Seven Ups for HR professionals.

An HR professional is a senior person engaged in Human Resources as an occupation. In other words, a manager with experience and qualifications, handling the responsibilities associated with the Human Resources function of an organization.

We often hear the rhetoric that every manager is an HR manager. There is a truth in it in the sense that every manager has a people management role to play. Yet, the reality is that a manager from a specific functional background might not have the ability to handle all the specific people management aspects. There has to be a consistent approach with a clear policy framework.

The point here is that, when every manager plays a 'people role', the HR professional's role is becoming increasingly strategic. He or she has to act like an internal coach, guide, set policy and be an architect of strategy. It in no way makes their role redundant contrary to naïve thinking of getting rid of them.

Sri Lankan HR professionals should move beyond an operational and administrative mindset to make a significant strategic contribution to their organizations. Unlike their financial counterparts, it is not easy to quantify the contribution they make. Matters become worse where they have to work with an organizational head who is number driven and bottom line oriented. It is a clarion call for HR professionals to rethink how to act. I suggest the bundling of the sure fire path as 'Seven Ups'.

Wake Up

It simply invites HR professionals to be aware of what's going on. Slowly but surely, modern managers are realizing that the complex situations they face cannot be approached in a routine manner. Indeed, the quest for creative solutions has become pervasive. Knowing the business realities with an 'outside-in approach' is needed.

It is all about awakening to new possibilities, new associations and new connections. A forward-looking HR professional has to be aware of the future challenges facing the organization in proactively preparing for them.

Shake Up

This is all about challenging the assumptions. HR professionals need to avoid the 'quick fix' trap. The simple argument here is that conventional thinking will take you only to one point.

If you truly want your organization to make a difference in this world and in the marketplace, be vigilant, and scan the horizon for new and creative models for doing business. When more attention is paid to the untested and untried and less attention to the routine and status quo, the climate can change.

Brush Up

HR professionals need to shape ideas, moving them from the raw to the ripe state. Brainstorming is one powerful tool for this purpose.

They should start by suspending their judgment and self-criticism, and start writing down related ideas and possible solutions. The goal is to generate as many ideas as possible in a relatively short span of time. Next, focus on clarifying and refining the ideas to arrive at the best possible choice.

It reminds me how gems are found and further polished. Ideas also need to be treated with respect and attention. That is the only way to move forward with innovation and implementation.

Link Up

HR professionals should see connections clearly. They should be creative in connecting what is seemingly unconnected.

Another aspect of linking up is social networking. It should be with other HR professionals other functional managers. A two-way exchange of knowledge and experience should take place. It is also sharing best practices in moving towards the next set of excellent practices.

Look Up

This is the need for advice and guidance, in a corporate setting. If an employee is not given time or encouragement to be creative and innovative, it can almost certainly be guaranteed that new projects and new mechanisms for its delivery will not be born. Nothing new will happen.

The key word here is encouragement. It depends and hinges on how senior leadership demonstrates their commitment towards people management. Too often, the atmosphere becomes poisoned by criticism that fosters insecurity, anger and personal agendas with very little consensus building, collaboration or fun. Senior leadership sometimes fails to realize that what they say and do in this context is more powerful than any speech or policy they may make.

It takes two hands to clap. HR professionals should look up to corporate leaders in convincing them to invest in people development. Visionary leaders will always realize and act promptly. A challenge occurs when it does not happen smoothly. That is when the HR professional should demonstrate interpersonal skills coupled with business awareness in quantifying the expected results in a comprehensive manner. Backing up at this juncture is not the solution.

Grow Up

It refers to maturity and expertise. HR Professionals must be aware of the latest insights on key HR practice areas related to talent sourcing, talent development, performance accountability, organization design, and communication.

According to Dave Ulrich, "Effective HR professionals help the collective HR practices to reach the tipping point of high impact on business results by ensuring that HR practices are focused with discipline and consistency on a few but centrally important business issues".

We have a dire need to improve this aspect in Sri Lanka. As some CEOs lament, "My head of HR knows HR, but not business". There is a key need for innovating HR practices directed at business improvements.

Cheer Up

HR professionals have to be radiators and reflectors of positive energy. I was often told by my 'learning partners' (mostly MBA students), that their HR providers do not even smile. The apparent gap and distance in friendly approach and collaborator decision may lead to dire consequences.

Human energy management is a growing area of research where unleashing of potential comes to the forefront. HR professionals should be the forerunners in this endeavour and cheering up the rest of the team is an absolute must for this.

Way forward

Time has come for Sri Lankan HR professionals to change for the better in becoming more strategic oriented with multiple value additions in focus. Seven Ups discussed above will be a significant start for such a move. What is needed more is to 'do and deliver' results than to 'tell and yell'.