What lies Beneath…….

There are very traditional ways of designing and implementing HR based processes which are effective up to  a point. The question to ask to get what is actually needed and the results you want is  “what lies beneath?” What are companies really trying to achieve when designing effective job descriptions and  the performance frameworks which need to link up with these?

Whenever I am speaking with a new client about getting the best out of their people one of the first things I look at is what sits underneath what they are trying to achieve. What do they want to get out of the processes? What does it look, feel and sound like?

HR directly links up with the overall profitability of an organisation, HR is a support function, yes; but getting the HR right makes the difference between having a profitable company or not; clearly then if I can help my clients to achieve this, HR suddenly becomes very important.

There is very little point to having job descriptions and performance frameworks of any kind without having a number of factors in place:
1.       Receiving buy in from the people who are doing the job roles – If you can involve people in their role development, the amount of ownership which will then occur as a result will astound you. Ownership equals responsibility – RESPONSE-ABLE. People’s productivity levels immediately increase due to feeling able and important to the success of the organisation.

2.       Related to the last part of that statement; linking ALL HR to the overall strategic direction and goals of the company will also increase motivation and overall productivity which relates to higher profitability. It’s so important for companies to really work out what they expect it to look, feel and sound like when they have the right people in the right roles. This is where the linkage to strategic direction comes in. Getting clear on what results your company is looking to achieve over a longer period of time will significantly help you to determine what type of people you need to have in your camp.

3.       This leads well into my third point, the importance of having robust and relevant attributes which can be used not only as a recruitment tool but as a measure in performance as well. Going into detail about specific attributes that you need to have fulfilled for the success of a particular role is so important. If you can then link these back to achieving results on a strategic plan then it’s even more effective. Companies really need to focus on what outputs they are expecting form whoever they are hiring but not just in a KPI sense. The cultural fit is equally as important and many $$$ are wasted due to poor hiring decisions where the cultural fit is just not right. Take the time to determine what sits underneath ‘good team player’ for example. What does this look, sound and feel like for your company? Get this right and you will know which person to pick from your interviews conducted.

Managers should be referring back to JD’s when they are looking at performance of their people to ensure that attributes as well as KPI’s are being met, JD’s are not separate to the performance reviews and must be considered and designed together.