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5 ways to break your HR function out of the traditional HR mindset

Tue, 11/03/2015 - 10:36

5 ways to break your HR function out of the traditional HR mindset

"Why can't HR get the people I need?"
“HR says we can't do it or we will get sued."
"We need HR to do more than Employee Relations!!"


- Common comments about HR

Why can't HR get out of the box??

They need help to see how to get out.

People Profits Principle #18
The Chief HR Officer should have
the same degree of impact as the CFO - but seldom does

What is "Traditional HR"?
  1. TRANSACTION heavy - lots of paper, always on a treadmill of activity 
  3. Little to no financial ROI RESPONSIBILITIES or results orientation
  4. A DISCONNECT between organizational operations and HR
  5. A lack of business and organizational ACUMEN

Is this what your HR function looks like?


HR must become:

  1. Adept at developing a STRATEGY, PLANS and MEASURING SUCCESS
  2. Obsessed with PROCESS IMPROVEMENT
  3. Focused on RESULTS not activity
  4. BUSINESS results - not employee advocates or policy cops
  5. Comfortable with numbers - how to READ a P&L and their affect on it 

What are the 5 ways we can help them?

  1. COACH THEM in developing strategies and results
  2. SET A STANDARD and when met - increase it
  3. Demand STATUS REPORTS focusing on results - ignoring activity
  4. Coach and develop on the BUSINESS ISSUES and how they can help
  5. Coach and develop on how NUMBERS INTERACT with the above

People Profits case study: A manufacturing company was not getting the results from their HR department that they needed. Recruiting was not succeeding, engagement and employee retention was very low. Employee turnover was ridiculously high. The cost of employee benefits was very high and increasing dramatically. There were no documented strategies, plans or goals. They were simply fighting fires - hiring as fast and as many as possible to keep up. Documented strategies, systems, plans and goals were put in place, results were measured and realigned as time passed. Soon the results were in line with the organizational requirements.

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