Trust. HR managers must earn the trust of employees. They need to take care of those who do a good job, and “tell it straight” to those who are not performing well.
Rigorous evaluations, noting that no employee should wonder where he or she stands in the company. Weak performers should be “traded out of the team.” That this does not necessarily mean they should be fired. Often a weak performer will be a better fit in a different position in the organization.
HR also needs to create an atmosphere of growth and excitement, to make the organization “vibrate so people feel the excitement of tomorrow instead of the pain of today.” I urged HR professionals to make their companies more informal, less bureaucratic. This will help organizations retain their best performers when the economy recovers.
Don't be a victim. Make it know to upper management that HR makes a difference and to get out of the “picnic, birthday, and insurance form business.”
HR professionals can make their CEOs recognize their value to the company by overdelivering. HR professionals have to make their bosses smarter by giving them more than what they ask for. HR also has to insist on having a voice within upper management.
Communicate. HR has to engage in reality-based communication. Recognize the uncertainties in the economy, and let employees know what is going on. HR can gain the trust of employees and of upper management through honest, consistent communication and by sending the same message to employees, upper management and the media. #in
Rigorous evaluations, noting that no employee should wonder where he or she stands in the company. Weak performers should be “traded out of the team.” That this does not necessarily mean they should be fired. Often a weak performer will be a better fit in a different position in the organization.
HR also needs to create an atmosphere of growth and excitement, to make the organization “vibrate so people feel the excitement of tomorrow instead of the pain of today.” I urged HR professionals to make their companies more informal, less bureaucratic. This will help organizations retain their best performers when the economy recovers.
Don't be a victim. Make it know to upper management that HR makes a difference and to get out of the “picnic, birthday, and insurance form business.”
HR professionals can make their CEOs recognize their value to the company by overdelivering. HR professionals have to make their bosses smarter by giving them more than what they ask for. HR also has to insist on having a voice within upper management.
Communicate. HR has to engage in reality-based communication. Recognize the uncertainties in the economy, and let employees know what is going on. HR can gain the trust of employees and of upper management through honest, consistent communication and by sending the same message to employees, upper management and the media. #in
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