Tag: Automation

Does your HR team make things easier or are they getting in the way?

Posted on by Andrew Knight

 

Improve People Management, Reduce Pointless Admin and Get Your HR Team Firing on all Cylinders!

 

We’ve talked a lot recently about how to spot when things aren’t going well. We’ve covered cultural blindspots, festering grievances and ineffective organisational structures.


A HR Manager has piles of paperwork in front of him

In lots of cases these problems emerge because those in charge of managing HR are distracted by other stuff!

From holiday pay and recruitment challenges through to furlough – a busy HR team often gets bogged down with no time to see the big picture. It doesn’t have to be this way!

Changes to company infrastructure and HR systems could revolutionise the capacity of your HR team and make it easier for your organisation to get things done. After all, most (if not all) HR people want to do the best for you, your teams and your customers.

 

 

Our job as HR practitioners is to enable you to achieve your goals and objectives

 

What parts of people management should sit with HR?

This might come as a bit of a shock, but virtually all day-to-day people management decisions should sit with line managers, not HR.


This means everything from 1:1s, performance coaching, recognising achievements, managing attendance, and so on …

Organisations that manage people through a centralised HR department are outdated and often not resourced effectively. Gone are the days of HR making decisions for managers or telling managers what to do.

 

 

In modern organisations, it’s HR that enables and managers that manage

 

Great. But what are HR doing, whilst I’m doing all the people stuff?


Andrew Knight HR Consultant is at his office in Cardiff and talking on the phone to a business partner and making notes in his journal

It makes more sense for teams to be given the skills and flexibility to manage their people properly.

If you can achieve this, then your HR team will have the time and space to make your organisation function better. There are four things they can do to achieve this (Ulrich model):

 

Be a Strategic Partner

  • This is about the alignment of HR activities and initiatives with your business aims and strategy.

  • Strategic partners see beyond the internal function of HR to consider the customer and how best to organise the business to serve their needs.

  • It’s usually a job for HR Directors and HR Business Partners.

Be a Change Agent

  • An HR team can be instrumental in supporting change that helps the business to achieve its aims.

  • It’s not about restructuring for the sake of it.

  • The role of HR is to be an expert and trusted adviser, and driver of change activities.

  • They should also be able to understand the future skills and talent needed to make any organisational changes a success.

Be an Employee Champion

  • Being an employee champion is about doing the best for colleagues, leaders, and customers, it shouldn’t be confused with formal advocacy or trade union activity.

  • Good leadership, clear brand values and a solid organisational moral compass will nurture authentic employee champions.

  • These people are crucial and act as the conscience of the business, taking care of people at all levels equally, and prioritising ethical and fair business practices.

Be an Administrative Expert

  • We don’t mean the world’s fastest touch-typist!

  • In the past HR was about writing letters and documents for managers as they ‘couldn’t be trusted’ to do it themselves.

  • These days it’s about creating efficient administrative systems, providing user-friendly templates for managers to personalise and most of all, maintaining excellent HR technology that enables people.

  • In short, this is where HR can and should, get out of your way.

 

 

HR falls down when we focus on one role and not excellence in all areas

 

How are HR using technology to manage and enable people?

Knowing when to automate processes and when the human touch is still needed, is a key skill for HR leaders.


A manager is reviewing an employee appraisal and is smiling

We all expect on-demand and instant service, from banking apps to self-service tills in stores, HR is no different.

Our colleagues expect to be able to easily make holiday bookings, record appraisal ratings and access their data at the touch of a button.

An HR team that’s nailed being an ‘administrative expert’ will be creating, maintaining, and evolving systems, tools, and technology to serve you better. Remember, a system with even a minimal level of automation can save hours of wasted time and admin that does not add value, freeing-up time for HR teams to add value in other ways.

 

 

HR technology can be used to enhance engagement and save valuable time

 

What is the gold standard for a modern HR team?


A photo of a HR Team is shown and not in focus. We can see the outline of people meeting with the backdrop of sunlight coming through the office window

Obviously, all organisations are different, but the key is to enable your HR Team to be an integral part of the business, not an afterthought.

HR Teams come in all different shapes and sizes, but the best and most effective HR functions a focused on their customers.

 

 

Award-winning HR Teams enable managers and teams to achieve their goals

 

We’ll give a gold star to any HR team that …

  • Puts the customer first – HR is a core support function, so an overhead that you need to get the best value for. HRBPs and HR Directors should be structuring the business to better achieve your customer goals. When you understand what the customer needs you can shape systems and processes accordingly.

  • Is a genuine catalyst for change – Top HR teams will ask tough questions about how you’re going to achieve your objectives. This can result in minor adaptations and actions, or major restructures and changes to how the business works. Either way, a top-notch HR team will be help you to manage change effectively and sustainably.

  • Empowers others to make change happen! – Your HR team should be the experts at enabling and empowering managers to deliver the business plan for your customers.

  • Makes the best use of talent and skill – Specialists specialise and generalists generalise. Wait…what? We’re talking about making the best use of talent, skill, and experience both within your team and elsewhere. Rely on your HRBP to get the best from your HR service and help you achieve your goals, and leave specialists to deliver project work and key goals across the organisation.

  • Is totally prepared to say ‘no’ – The best HR teams help leaders to avoid unfocused vanity projects and ad hoc ‘people initiatives’ (so unhelpful) that aren’t linked to a proper strategy or business goals. Empower your HR Team to say ‘no’ to things that will not help to achieve your vision.

 

How can I achieve HR gold?

Be bold and give more power to the people! If your HR team is micromanaging every person in your business from some ivory tower (or just a bog-standard red brick HQ) have a good think about what they could achieve if they weren’t rubber stamping holiday request forms or typing up appraisals.

There is so much that can be achieved by overhauling outdated systems. Even by introducing one single approval workflow in a business, we saved 1,000 hours of management time over a year.

Give me a call and I’ll explain how even minor changes like this can make a dramatic difference.

 

I need the help of a HR specialist to transform my HR function

You might not know how or where to start changing things to create extra capacity in your HR Team. You might need an experienced and knowledgeable HR specialist to help you get started and create an action plan.

I love working with HR Teams to release capacity and release their potential. Who knows what they might achieve?

Get in touch for a friendly chat about how I can help.

 


Let’s Get Started

 

Image credits

Images sourced from Canva Pro and are photographers are not individually credited. If you see one of your photos above, please let us know so we can credit you here. Photo of Andrew Knight by Nick Morrish from Nick Morrish Photography

 

How to put people at the heart of company decision making

Posted on by Andrew Knight

How to put people at the heart of company decision making

Introducing a HR strategy that automates simple tasks and frees up time to focus on building a positive, people-focused company culture

Introducing a HR strategy that automates simple tasks and frees up time to focus on building a positive, people-focused company culture

  • There are many misconceptions about the role of HR, which are often driven by a lack of visibility.
  • When managers take accountability for people tasks that were traditionally considered part of the personnel function, it’s often seen as an indicator of good leadership; a sign that the people at the top of the company communicate well with their team. In many instances, there’s not always a need to call on HR to settle issues surrounding things like contracts, training, appraisals or bonuses.
  • It’s more common to call on HR when a more technical or complicated people-related issue comes up. For example, when there’s uncertainty around regulatory or legal requirements surrounding employment, HR may be brought into the conversation as subject matter experts.

Misconceptions about HR are driven by a lack of visibility.

  • A natural downside to this way of working is that many employees will only ever come across a HR professional when they’re being interviewed, or having to go through some sort of formal performance management or disciplinary process. This means that HR is sometimes seen as the department of ‘hiring and firing’, or that the ‘H’ in HR stands for anything other than human.
  • I believe there’s a better way to approach the integration of HR in organisations: one that still allows leaders to stay connected with the people in their teams while placing the focus on core company values to better care for both colleagues and customers
  • HR is the custodian of fairness, equality and inclusion in any business. This means that they’ll put systems and processes in place to make sure that you’re not discriminated against. You may not see them at any point during the selection process, but if you’re treated with dignity and respect, we’ve done our job right.
     
     

How should I be managing and developing performance in my organisation?

  • The key to managing performance is open and transparent conversations, where the employee feels in control of their own destiny.
  • Both employer and employee know what’s expected of them, what they’re great at, and where they need support. It’s not rocket science, this approach builds engagement, which is better for business.
  • Research shows engaged employees generate 43% more revenue than disengaged counterparts. High engagement can also lead to a tripling in profit growth, an 87% reduction in staff turnover and a 20% improvement in performance.

Why quick fixes aren’t enough

  • There’s no question that many businesses set out to do the right thing. Leaders often strive to live and breathe the core values of the companies they run, so that their actions, behaviours and decisions are consistent with these values and their organisation’s overall purpose.
  • Some of the ‘quick fixes’ that businesses choose to demonstrate that they value their people and communities include:
  • Flexible reward and recognition schemes
  • Paying at least the living wage
  • Developing a pipeline of leaders within the business
  • Reinvesting profits in community investment schemes to demonstrate social value

Quick fixes won’t create a lasting and positive culture

  • While these actions are all commendable, there are wider and more strategic decisions that can be taken to create a lasting and positive culture. This is where a dedicated HR expert can help.

A new model for HR

  • Executives, directors, boards, business owners and leaders might consider moving from the Ulrich model (where HR is separated into roles such as employee champion, change agent, strategic partner and administrative expert) to a more evolved HR network model – one that builds on the success of existing business partnering relationships.
  • Nowadays the majority of service centre work can be dealt with via automated workflows, AI, chatbots and self-service apps, allowing people to take care of admin tasks themselves. This means that tasks like managing annual leave balances, recording absences and related documentation or making basic queries about salary payments no longer require the resources they once did.
 

The team that previously would have managed such tasks will now be free to manage self-service platforms and related processes. In larger organisations, personalising and tailoring these platforms to the needs of the people who use them can be achieved without sacrificing efficiency or compliance.

HR needs to change. It’s time to focus on ‘people not process’

Meanwhile, HR project teams can act as internal consultants, focusing on work that is directly informed by the company’s people strategy. Their expertise can call upon a blend of internal and external resources, with subject matter experts working on important strategic areas of work such as:

  • Organisational development
  • Organisation design
  • Diversity and inclusion
  • Rewards

By following a model like this, HR becomes a network of change, engagement and influence. Your people team becomes a key part of wider business decision making, blurring the traditional boundaries of HR and putting people at the very heart of what the company does.

HR networks are excellent at building and growing relationships, managing change and engagement and work to achieve the wider strategy goals. When you consider all this, it seems natural to include HR in your decision making process.

Don’t know where to start when it comes to supporting your team through the Cost of Living Crisis?

We are passionate about finding ways to help bosses do the best they can to look after their people.

Some of what we’ve outlined here is simple, but implementing activity that’s targeted to help those that need it most often gets businesses in a pickle. Primarily because they get bogged down about treating all employees the same.

If you need help to work how to support those that need it in a way that’s fair and legal, then please drop us a line. We’d be happy to talk to you.


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