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HR as the Great Enabler

Have you ever had one of those days at work where you truly felt you added value? What about one of those days when after it was over, and you reflected on it, you could say to yourself, “Now that is why I got into my chosen profession!” For me I recently had one of those days and it caused me to really be proud of my chosen profession (HR) and the value it can add to an organization, but more about that in a minute.

First things first, I find as HR Pros we often don’t do enough self-reflection. That is, we don’t take the time to look back on what we have done at our organizations and give our own selves a bit of a pat on the back. We are often so busy fighting fires, making sure our organizations are compliant with recent legislative changes, and scrambling to fill position vacancies that we don’t recognize the VALUE we are actually bringing to our companies. I think if we are ever going to obtain that universal respect level we are seeking for ourselves as HR Pros, we have to start by giving that respect and recognition to ourselves and each other for the work that we do and what our profession brings to each and every organization that we work for and represent.

Human Resources EnablerOk, back to our regularly scheduled programming. So what caused me to reflect on my day and feel so good about being in HR? It was because I feel I helped enable our leadership team to accomplish a very important goal/objective. Specifically, at one of our companies, they wanted to put together an action plan to address areas of opportunity that came up in a recent employee survey. The challenge, at the time, was that this team had never done this before and needed guidance on how to come together, build trust, come to consensus on outcomes, dissect the information at hand, analyze it and formulate action plans. Enter HR to help play the role of the Great Enabler and help guide the team to the way ahead!

At the end of the day, the role I played was in helping engage the team in dialogue and providing context to their thinking. Essentially, it was to facilitate dialogue so that each member of the leadership team could express their opinion and analyses on the survey results and have an opportunity to offer solutions for improvement. I felt really good about playing the role as a communication facilitator and kept the team on track by following a step by step framework to guide their thinking towards achieving their outcomes. At the end of the day, it was a highly successful session as the team was able to come up with their own action plan that was real, achievable and that they OWNED!
So why/how did this all work and why did I get so tingly about this as an HR Pro?

1. Leadership – no, not mine, but that of the company leadership. They were invested in the process – emotionally and mentally. They wanted this to work and they were looking for an outcome that they could feel good about being a part of developing and that they could actually own and deliver on.

2. It wasn’t an HR thing – too often as HR Pros we make things into “HR things.” Whether it is a new performance management system or employee surveys themselves. In this case, I didn’t want this to be an HR thing. I wanted it to be an Operations thing. The response/action plan and communication was developed and owned by Operational leadership.

3. HR played a non-traditional HR role – I almost wrote that HR played a non-HR role, but then thought, “Who gets to say what an HR role is?” The roles of facilitator, communication enabler and change agent are all roles that HR can and SHOULD play in any organization. By being that guiding and supporting force that ENABLES operations to accomplish their goals and objectives, HR is, in effect, accomplishing its own goals and objectives. We are playing the role that HR truly needs to play in its organizations.

4. Something got DONE – at the end of all this, all the time and energy that the leadership team invested in the process meant something. They accomplished their first goal, (the development of an action plan), as a team. They identified the root causes, they developed the solutions and they are holding each other accountable for completing the action plan.

So, the takeaways here for HR Pros are this:

1. Do some more self-reflection. Look for how you added value in your role today, yesterday, last week, etc. You will be amazed at the areas where you have made a difference; then, capitalize on those moments!

2. Look for ways to be “non-traditional” in your role. Lead a group session or facilitate an operational meeting. Step up to help an operational department lead a change management activity.

3. Take on the role of enabler. Don’t make it all about HR. Work your magic in the background. Enable your operations clients to be successful in their roles – your success will follow!

What about you? Can you think of other ways that HR can be the great enabler in your organizations? What is holding you (or HR) back from doing it? Is it simply a mindset? If you are stuck, hit me up on Twitter or LinkedIn, I would be happy to help share my experience(s) if it helps enable you to achieve HR success! As always, I welcome your comments and feedback.

Image courtesy of David Castillo Dominici/FreeDigitalPhotos.net

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