HR’s New Role as Champion For Change

The modern organization is rife with stressed, fearful, and overworked employees. Causes include the looming threat of AI taking over jobs, unfilled positions, inadequate career planning and advancement, and frequent restructurings that benefit shareholders at the expense of employees' mental well-being. As highlighted in HBR’s “HR’s New Role,” HRs priority should be on reducing the root causes of stress, not just to monitor or relieve its symptoms.

HR must get back to focusing on the employee, not the shareholder. To make business sense to the C-Suite, it is HR’s job to clearly articulate the true cost of another restructuring or reduction in staff. Painting a clear financial picture of the costs associated with turnover, training, low engagement, and other factors specific to the organization is essential for moving the company forward. Additionally, HR must serve as a savvy marketing function that effectively and equitably communicates change, addresses the issues causing employees’ fears, and demonstrates that they are listening to their customers (employees).

Hear Me Out

Listening to your employees demonstrates that their voices are respected and that their views drive company policies. Implementing regular surveys allow organizations to gain insights into employee satisfaction, identify areas for improvement, and understand the specific needs and concerns of their workforce.

However, collecting feedback is only the first step; developing and executing actionable plans based on survey results is crucial for driving meaningful change. If the actions taken are not timely or meaningful your results will not improve in the next cycle and trust will deteriorate.

Fearless Leadership Takes The Prize

Breaking old ways of doing things is never easy. Leaders who grew their careers in more traditional corporate environments may be resistant to change but like it or not employee needs will continue to evolve and if the organization doesn’t keep up they become less desirable and harder to recruit for. It took a pandemic to prove to timid companies that they could embrace hybrid and remote workforces. As we look to the horizon we can already see the four-day work week, roles enhanced (not replaced) by AI and the redefining of the role of the manager. Will your organization lead these innovations or jump onboard by force?

The onsite, hybrid, remote debate and learning our place in the employee’s life.

The ongoing debate between onsite, hybrid, and remote work models has become a defining issue for modern organizations. Companies and employees often struggle to design an effective hybrid week, wondering, "What does my work week look like?" This confusion leaves them stuck in soundproofed booths while companies desperately try to make the workplace more like a SOHO house.

However, numerical evidence shows these efforts are not working. Gallup research shows that 54% of employees would leave their job for one that offers more flexibility, indicating the importance of considering employee preferences. It's important to remember that work is a job, not a vacation, and colleagues are not family. Organizations need to understand their appropriate role in employees' lives, avoiding the trap of trying too hard (i.e. let’s all go to a resort and work 24 hours a day for seven days) and inadvertently making it harder for employees to balance their lives. This overreach can leave employees feeling dutiful rather than grateful, undermining genuine engagement and productivity.

The key to a successful strategy lies in making a clear decision, committing to a model, and communicating it clearly.

Not all employees are ambitious. Not all ambitious employees should be mangers/leaders.

Not all employees are driven by promotions, and among those who are, not everyone is suited to be a manager or leader. Many employees find fulfillment and excel in their roles without aspiring to climb the corporate ladder, contributing significantly to the organization's success through their expertise and dedication while maintaining a holistically balanced life.

Conversely, ambitious employees may possess the drive and vision but might lack the people skills, temperament or empathy for leadership positions. Effective people management is highly underrated; requiring a unique blend of interpersonal skills, emotional intelligence, and strategic thinking. Recognizing and respecting these differences ensures that employees are placed in roles where they can thrive.

Smart organizations see career mapping as a bespoke endeavor that is co-created by the employee and their manager. Done correctly, career mapping fosters a culture of continuous learning and development, benefiting both employees and the organization by aligning individual aspirations with company objectives.