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New Players = New Employees

As many of you know by now, I like to draw a lot of comparisons from my basketball coaching experiences to what we see and experience in the business world. My most recent team experience has highlighted a major need that business leaders today can focus on when it comes to their leadership traits. That is, the need to provide clear direction for your (new) employees – not earth shattering I know, but very relevant and needed.

Basketball CourtWe have just started our basketball season and this year half of my team is new to basketball – we are talking about 10-12 year old girls that have never played before. So never mind skills development, they need to learn the rules of basketball! Regardless, they are a group that are hungry to learn and eager to work hard and do well – as is your typical new organizational hire.

In preparation for our first game of the year, as a team, we focused on some simple messaging during our initial practices. Each girl needed to know where to go on offence when she didn’t have the ball, what was expected of them when they did have the ball and they needed to know their positioning and role on defense. Pretty basic stuff, but a lot to take in, especially for first year players who only had two practices under their belt!

On game day, all things considered, things went quite well. The girls responded well to the instruction they had been given and showed a good sense of team cohesion in a short period of time. So what are the lessons learned here and why was our first game successful?

First off, as previously mentioned, teams need a clear sense of direction from their leader. The leader needs to remove confusing messaging, eliminate noise and distraction and provide its team/employees with a clear sense of direction. We didn’t over complicate things for the players – i.e. there was no work on screen plays, setting picks, fancy offensive plays, etc. We stuck to the fundamentals and made sure the players understood their individual roles and how that connected with what we were trying to do as a team. When it came to eliminating confusing message and noise, we had a parents meeting beforehand where we outlined expectations with them – parents parent and coaches coach. The only voice the players should hear during practice is that of the coach.

In the business world, good leaders do that too. They eliminate the distractions, provide their employees with clear performance expectations and they are able to connect that with what the team/department/organization is trying to accomplish. They make it clear to their (new) employees where their direction comes from and they focus on ensuring proper communication channels have been established.

A second link here is to make sure you set up your new/inexperienced players (and employees) for success on Day 1. That is, you need to place them in situations where you know they can excel when they first start out with you. The players that we have that struggled with dribbling and ball control were not asked to do so during the 1st game (practice will get them there.) Likewise, with new employees, it is all about placing them in situations that will leverage the knowledge, skills and abilities they are bringing to your company. If you hired someone to be a Java programmer, don’t ask them to administer an Oracle database their first day on the job!

Finally, it is all about the environment/culture that is established by the leader. For our girls, at the start of the game, we let them know about the expectations for the game. They were to try their best and always hustle, they need to try and apply what we taught them in practice and they needed to know that we were there to have fun as a TEAM. We weren’t worried about mistakes or doing things “wrong.” It was to get some playing experience as a team and learn from what we did during the game.

The lesson learned here? Once a leader establishes team norms and expectations and eliminates the fear of failure, they have set their team up for initial success. Our team is expected to complete to win (like any good business would do) but they also do so without fear of failure. There is no “punishment” for failing or not being able to do something. They are encourage to step out of their comfort zone and try to do things they did not/could not do before so they can grow as players. Just because they didn’t do it right (i.e. inbound the ball correctly) doesn’t mean they don’t get to do it again.

The same goes in the business world, good leaders need to provide a safe environment where their employees can take risks so they can grow and develop. As leaders, we need to provide them with opportunities where, if they fail, they have not taken a step back in their career. In fact, we need to look at these “failures” as learning experiences from which they can grow and become better team members/employees. This is the only way our employees will grow, develop and prosper. Bottom line – the leader has to establish a “winning” culture.

Finally, as leaders, we need to remember that it isn’t always about us teaching our employees (team members), we can also learn from them. We do so by listening, observing and adapting how we interact with our players/employees. Our own leadership style grows and improves as we learn to work with players/employees with different backgrounds and learning styles. That is how we grow as leaders…and as coaches! As always, I welcome your comments and feedback.

Photo courtesy of artur84/FreeDigitalPhotos.net

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If you want to grow, you have to stretch

Career development is one of the more frequent topics of conversation I have with employees, potential employees, colleagues, friends and family members. It means different things to different people, of course; however, I have noticed a bit of a disturbing ‘theme’ permeating throughout many of the conversations I have been having over the past 6-12 months. For many people, I have found that their definition of career development is that it is a series of incremental steps that they have to take in order to get paid more money. I also have heard from folks that they view career development as taking on assignments that can showcase with skills. To both of those groups I say – wrong! If you are thinking of career development as ‘steps’ you need to complete in order to get more cash, then we need to get you into a better mindset in terms of career development and I am hoping this post might do that! However, if you view career development as a series of (progressive) opportunities, job assignments, etc. to help build and grow your knowledge, skills and abilities, than I think you are in the right place.

Stretch ImageIn good employer/employee or manager/employee relationships, this type of dialogue (around career development) takes place on a regular basis. Both manager and employee set developmental goals, the manager provides the opportunities for the employee and then success is measured and feedback provided to the employee. If you are moving your career (development) in the right direction, there are going to be times when those assignments, opportunities and experiences you have been tasked with can get downright scary! If it does, that means you are stretching yourself. What I mean is that if you are experiencing those feelings of discomfort because you are pushing yourself out of your comfort zone, then that is a good thing. It means you are learning and growing professionally because of the stretch assignment(s) or opportunity you have been presented and challenged with completing.

Let’s be clear – taking on new/different assignments that don’t cause you to sweat a bit, lose a bit of sleep or at the very least give you some heartburn are NOT helping you to grow your career or develop you professionally. When growing, and taking on stretch assignments, this means you are doing/learning/being exposed to things you have never been exposed to before. Perhaps you are now in charge of people? Or maybe you have budgetary accountability now? Or maybe even you have to speak/present in front of groups of people? All of these things are ways that you could be stretching your abilities and GROWING your career!

So, the next time the topic of career development comes up between you and your manager, make sure you are working from the definition above. That is, the assignment must cause you to stretch yourself in some capacity. If you are developing, you need to be stretching yourself at all times. Take on assignments that cause you to work and think differently, interact with different people and at a different level, communicate differently and that cause you to apply what you have learned differently. Step outside of your comfort zone and realize that what got you to where you are now may not get you any further in your career.

The key is that if you truly want to develop your career, then you have to make sure you are challenging yourself at each opportunity. You can’t mitigate all (career) risk by only doing things that you know 100% for sure you can successfully do. Sometimes you need to fail to learn. Think of the process as a career exercise: Stretch & Grow & Fail & Stretch & Succeed….then repeat…..over and over. As always, I welcome your comments and feedback.

Image courtesy of Idea go/FreeDigitalPhotos.net

Clear Expectations

As I have alluded to before in other blog posts, one of my daughter’s favourite past times is playing basketball. She started playing on a team/in league last year and has thoroughly enjoyed it ever since. Now that we are ¼ of the way into the new season, it has become obvious to me what the differences are between the team she was on last year vs. this year – and it is astounding. In fact, I can compare it to what you often see in the workplace when it comes to teams, leadership and performance expectations. Here is what I am getting at:

Last year, the team she was on had a fair amount of talent. That is, the majority of the players had a certain skill level (high) when it came to their ability to shoot and dribble. They understood the game, the concepts, how offence and defense was supposed to work, etc.; however, they were a very dysfunctional team. No one wanted to pass, everyone wanted to make the highlight real shot and there was a poor team dynamic on the bench. Players fought, ostracized weaker players, formed cliques (yes – on a 12 person team!) and generally did not enjoy themselves. In fact, it is probably fair to say that the team didn’t improve much over the year and realistically, they probably got worse as other teams in the league got better over time.

Performance ImageOne of the root causes was the leadership of the team. Now please don’t take this as picking on volunteer coaches as I realize they have a tough job to do (I do it myself) but this is an HR blog so I need to make a point here! The coaches of the team traditionally coached higher level and older boys’ basketball teams. So while the coaching principles and approach they utilized with sixteen year old boys worked; the same approaches did not work so well for a group of 10 year old girls. The teaching approaches and methods weren’t tailored towards the skill level of all the girls on the team. For example, high level concepts were introduced before the team had grasped simpler (basic) concepts and while the coaches stressed the importance of passing, there was never a focus on training in this area and certainly no reward/recognition for those that bought into the concept, nor was their “performance management” (i.e. less playing time) for those that refused to pass.

In short, there were no clear performance expectations of any type set by the coaches so week in and week out the girls just showed up, played the game and went home. In the absence of team expectations, or unclear expectations, the girls set their own expectations which, in their minds, were basically to score as many baskets on their own as they could. It ended up being a recipe for a frustrating and underperforming season; one in which my daughter didn’t learn as much as she could. You see the same thing in organizations that don’t focus on setting performance expectations with their employees. The staff show up, put their time in and leave – and the organization underperforms.

Fast forward to a year later and things are markedly different. Each practice the coach sets out clear expectations for the team and players on what they are going to do and learn during the practice. He selects 2-3 focus areas to work on and works with the girls to make sure they understand the concepts and how to apply them in the game. His feedback is instantaneous as he will stop practice to run a drill over again or to simply provide feedback to the team. Every player knows how they are doing and they understand what the coach expects of them. They are now getting to the point where they are seeking out feedback on their own to improve. The coach also sets clear expectations for each game in terms of where the girls need to play, where they need to be positioned on defense and who is inbounding and carrying up the ball. Everyone knows their role for each shift they are on. The girls are also encouraged and rewarded for team play. There is a focus on teamwork on the bench during the game and the girls are recognized and rewarded for supporting their teammates. All the girls know what the team and individual expectations are and they have demonstrated this through improved performance each game over the first part of the season. My daughter has learned a lot and it is due to the strong leadership she receives and the performance expectations that have been set for her. She knows what she needs to work on and what she can control and this gives her a clear path on where to focus and improve.

It is hard to believe that the challenges of a youth basketball team can apply to the challenges of a workplace but the parallels are there:

  • Strong leadership is paramount for organizational/team success
  • This comes in the form of employees (and players) having clear performance expectations
  • In the absence of clear expectations you can expect dysfunctionality (and poor performance)
  • Dysfunctionality erodes at the very foundation of the team concept
  • The right behaviours and results need to be recognized and rewarded with your players/employees
  • Adapt your training style to suit the learning ability of your players/employees
  • What worked for you as a leader in one organization might not work for you in another – you need to adapt and modify your style.

By looking at this through the lens of a youth basketball team, you can see how setting clear expectations with your employees/team are so critical to your success as leaders, managers and as HR Pros. If we can teach/coach our kids by setting clear expectations, surely we can do the same at our workplaces? As always, I welcome your comments and feedback.

Image courtesy of basketman/FreeDigitalPhotos.net

Ditching the Annual Performance Review

Of all the hot HR topics in the last several years, getting rid of the dreaded annual performance review is one that is getting a lot of attention. Go ahead and Google, “get rid of annual performance review.” You will get over 4.9 million hits. That’s right, 4.9 MILLION (insert Dr. Evil laugh here.) So why is this such a hot topic? Well first off, everyone hates the annual review process – both managers and employees. It takes a lot of time, it is often too subjective, in a lot of cases neither party is prepared to have candid conversations, the forms themselves are too long and complex, no one understands the organizational competencies and how they relate to the job that they do, etc. The list goes on and on. The bottom line is that in a VERY general sense, the annual review just doesn’t seem to work for the people preparing and delivering the reviews (managers) and the folks receiving them (employees).

Yes we canSo the questions remain – why do we continue with this practice? Why can’t we get rid of annual performance reviews? Is there not something better we can be doing? Here is my take on this subject having written and delivered hundreds of reviews in my career and having coached/counselled/calibrated thousands of reviews on others. Bold statement alert – I think that sometime in the near future we can get away from the annual performance review. (Gasp!). However, (HR people always like to make a bold statement and then follow up with a ‘however’) as HR Pros we have to guide and support our organizational leaders and managers to go in a different direction with their thinking and managerial practices.

You see, with the annual review process, we could always rely on the fact that once a year there was a formal sit down meeting between manager and employee. There was a guarantee of some sort of face to face dialogue, with some things written down on paper and perhaps a general or even vague understanding of how each party viewed the employee’s performance. There might even be some general discussion about career development plans and/or some broad thoughts on goals for the next year. With all the other challenges HR Pros are faced with, we can and do live with this process because at least something is documented (and HR Pros LOVE documentation) and perhaps employee performance is differentiated in some way.

We all know we are just fooling ourselves though if we think that this is working. For sure, in some cases and companies it is working, but for many, it is an exercise in paperwork and HR compliancy – a big check in the box under the category of, “Conduct Annual Performance Review” because HR said I had to. So, how can we ditch this? Well, the answer is simple, yet it isn’t. You see what I did there? Classic bait and switch! The simple part of it is that there really is nothing but our own organizational mindsets holding us back from stopping this madness. There is no law or labour standards act that says we HAVE to conduct annual reviews on our staff.

In order to start to move away from the annual review, we as leaders and managers need to start changing the way we think about having discussions with our employees and how we will measure their performance in a meaningful, open, objective manner. We need to wrap our heads around having ongoing dialogue with our staff about their performance, both good and bad. We also need to make things like career and retention discussions (i.e. stay interviews) part of what we do on a regular basis. Here is the thing, if we work together to make our organizational cultures ones where coaching, feedback and meaningful dialogue is part of the DNA, than we will ultimately not need the annual review. If managers are accountable for identifying goals and objectives with/for their staff and then measuring their success through quantifiable KPI’s (key performance indicators) than we won’t need the annual review.

The beautiful thing is that the establishment of these goals and objectives becomes the foundational element for regular coaching sessions. If we are able to change our organizational thinking towards how we view the main responsibilities of our managers, than we can ditch the annual performance review process. So, to move forward with ditching the annual performance review we need:

1. A fluid and dynamic goal setting process – one where goals and objectives are established, adjusted and readjusted on an ongoing basis. Metrics are established that clearly show where/when an employee has met, not met or exceeded expectations. Keep in mind, “manager observation” is a KPI, as long as the manager actual observes something.

2. Regular coaching touch points and communication – during these coaching sessions, progress towards goals/objectives is reviewed and identified outcomes are made clear to both parties. Additionally, both employee and manager have an understanding as to what success looks like and how it will be recognized/rewarded.

3. “Stay” discussions form part of the regular dialogue – managers need to focus on engaging in this type of dialogue with their staff on a regular basis. They need to be attuned to any drivers of disengagement and thus are able to have the appropriate dialogue as it pertains to these areas.

4. Career planning and support are shared by the manager and employee – managers need to work with their staff to provide them with the knowledge, skills and opportunity to excel in their current role, while also providing opportunities to learn new skills to prepare them for upward or lateral mobility within the organization. Simply put, this is called building bench strength and should be a KPI of all your managers.

5. Overall organizational accountability – organizationally speaking, we need to hold everyone accountable for establishing and supporting this type of culture and environment. Human Resources needs to function and lead as a true partner in enabling this to occur through training, development and support of its business leaders.

So, that is the utopian environment that needs to exist in order to ditch the performance review process. It is the stuff that HR Pros dream of! What about the operations managers out there? Is this do-able? Can we get there? I think we can. It will take time for sure, but it is a do-able do. Until then, I need to get back to getting ready for our annual performance review process…*sigh.*

Image courtesy of artur84/FreeDigitalPhotos.net

If you can’t change the people, change the people

Without a doubt this has to be one of my favourite sayings. I am not sure when or where I first heard it; however, it has stuck with me for many years and I believe it to be the foundation of good leadership, management and human resource practices. For HR Pros, it really cuts to the heart of what we do initially from a talent management perspective. Talent Management is all about onboarding, training, development, workplace cultural integration and building your bench strength.

Time for changeIn many ways, talent management is about trying to change the people. It focuses on changing the people that your talent acquisition folks have brought into your organization. In this case, change refers to how you culturally integrate and onboard new hires. It is imperative that this “change” is managed properly because if you want to retain the talent you have hired, your HR folks and leaders need to effectively onboard your new people and expose them to your workplace norms, values and culture so as to ensure an effective transition into the new workplace. Effective talent management groups, along with great leaders, are very adept at helping new folks navigate this process and integrate into their workplace which results in those great 1st year retention metrics we are all striving for! The best HR Pros and managers are great at leveraging their new hires knowledge, skills, abilities and differences to help them “fit in” all the while allowing them to maintain their own individual identities and unique differences – leveraging diversity.

The challenge for HR Pros, managers and leaders comes down the road when your new hires, who may not be so new anymore, are not performing or are struggling with adapting to the organizational values for which you stand. For reasons of clarity and brevity I am going to assume the following things have taken place up to this point (i.e. when the “struggles” have started.)

1) If the reasons for the employee’s struggles are performance based, a detailed performance improvement plan has been put in place, regular communication has taken place, and clear performance objectives have been established and are being measured.

2) If the reasons’ for the struggles are more related to conduct – i.e., not accepting core values, demonstrating core competencies, etc., then the manager and employee have been meeting regularly and their coaching sessions have been focused on modelling the appropriate behaviours.

Big assumptions I know, but work with me on this one folks! So assuming those things have happened and there has been an appropriate amount of time over which these conversations and coaching sessions have taken place, it may be time to consider changing the people. What I am getting at here is that the organization has taken all the right steps up to this point during the employee life cycle. They have effectively onboarded and oriented the employee, they have outlined clear performance goals and objectives (with measures) and provided coaching and support of these goals; including the modeling of organizational values. The thing is, sometimes it just doesn’t work out! If, organizationally speaking, you can look back and put hand on heart and state that you have done all the right things and made the right attempts to “change the people,” than you have to make the decision to change the people.

The worse thing that companies (managers) do is to continue to employ someone after it is obvious that they are not going to change – either their performance or their attitude. The best thing you can do for them, the company and your current employees is to let them go – in essence, change the people.  As I said before, if you have done all the right things and made the attempts to change them, and it simply isn’t working out, than you have to change the people.

Truth be told, I have seen this scenario play out countless times and typically, when you change the people, if the reasons were performance based, the person being let go is often relieved. They probably hated everyday of their job coming in to work to do something they just couldn’t do or didn’t want to do. If you are changing the people because of conduct (attitude) reasons, your current staff will thank you. They will appreciate that you have removed a cancerous co-worker from their midst and they can now focus on their own productivity! It demonstrates, organizationally, that you committed to your core values and to performance. Your good folks will see this and respect the decisions that have been made.

So, as managers, leaders and HR Pros, I firmly believe that we owe it to our employees and our organizations to manage our people according to this mantra. We need to give serious consideration to adopting this saying as a way of running our HR departments, operations groups and businesses as a whole. Remember, at the end of the day, if you can’t change the people, than you need to change the people – and that isn’t necessarily a bad thing. As always, I welcome your comments and feedback.

Image courtesy of Stuart Miles/FreeDigitalPhotos.net

The #1 Thing Your Staff Wants from You

No doubt about it, managing people can be a real challenge at the best of times. I know, I know, a real understatement! In my experience, and in my HR practice, I have seen and heard it all from managers when it comes to the challenges they face with managing and leading their teams. Well, maybe not all, but at least a lot! Let’s face it, managers deal with everything from attendance issues to performance issues; employee relations challenges to sexual harassment allegations – they deal with it all. So much so, that one of the top complaints I hear from managers, who are typically undervalued themselves, is that they just don’t know what to focus on when it comes to their staff.  Specifically, they struggle on where to focus their efforts in leading their teams, delivering results, etc. I often get the confused and frustrated manager come into my office, often after employee survey results are delivered, and vent/ask, “I (think) I am doing everything I can, what does my staff want from me!?”

Well, buckle up, because I actually have an answer for you on that one! Let me start out by telling you what your staff doesn’t want from you:

• They don’t want you to be their buddy
• They don’t want you to be a glorified organizational messenger or spokesperson
• They don’t want you to be an intermediary between them and YOUR boss
• They don’t want you to act as their “agent” with HR or other support departments

Time - blog postWhat they want is your TIME. Your staff want some of your time in any given day, week or month. Believe it or not, they value any 1:1 time they get with you. What they want to talk to you about may vary. Some of your employees need your time so they can talk about obstacles they are encountering while trying to complete their current work assignment. Some of them want to discuss personal issues that are impacting their attendance and/or performance at work. Others yet need to get a feel for how their current level of performance is matching up to your expectations. Some of your staff even want to discuss their career path and what their future with the company might look like. It is also important to keep in mind that some employees view getting a bit of 1:1 time with their manager, just to shoot the breeze, as a form of recognition.

Regardless of their reason(s) your staff wants your time. They value this more than anything. When they get time with you they are able to work with you, instead of for (or against) you. By getting your time, it helps them feel connected to their work and engaged in what they do. Keep in mind, the number one reason most employees leave their employer is due to the relationship they have with their immediate supervisor. A lot of people assume that means they leave because of a negative relationship but that wouldn’t be entirely accurate. Think about it – if you have either a non-existent relationship with your manager, or a strained one due to the fact that you simply can’t get any face time (feedback) from them so as to successfully complete your job, you are going to eventually change employers as well.

There is no silver bullet for this other than to make meeting with your staff your #1 priority. I guarantee this is what most of your employees want from you. Your time is the prescription for improved levels of retention and engagement – it is up to you to figure out the dosage level. Some of your employees might only need 15-20 minutes of your time in a week or in a month. Others may need an hour or more in a given week/month depending on the circumstances. The key is to talk to your people, listen to them and assess their needs. You can only do this if you make it a point to “give” them some of your time. What do you think – is this do-able? Do you agree or disagree that your staff views your time as the most important thing they need/want from you? As always, I welcome your comments and feedback.

Image courtesy of photostock/ FreeDigitalPhotos.net

Do as I say, not do as I do!

As the parent of a young child, I find that I have to catch myself from time to time as I fall into the trap of setting this (bad) example with my daughter. Try as I might, I don’t always set the best example and revert to this poor parental style of telling her to not emulate what I just said/did and that she should be behaving in a different matter. As a parent, I know better. I know I need to set an example for my daughter. I know I need to model the appropriate behaviours for her – treat others with respect, no yelling, put my “toys” away, etc. I know what the rules are, but quite frankly, if I want to bend them or break them, than that is my prerogative because I am the parent. I am the one in charge; I pay the mortgage and the bills, etc. and it is different, because, well, I am the parent! My daughter understands that…right? Sure………

Parent scoldingThis is no different when it comes to our role(s) as HR professionals. We are the ones that make up the rules (write policy), craft wonderful employee handbooks, development retention programs and coach other managers on how they need to better motivate and engage their staff. So in a lot of ways, HR takes on the role of the parent in many organizations – whether right or wrong. The interesting thing, that I have come to find out, is that often we don’t always follow the advice we give out or model the examples that we profess others need to follow.

This really came to light for me a couple of weeks ago when I was having lunch with some HR colleagues. Several of us had begun strategic planning for 2014 and a lot of discussion centered on recruiting challenges, the talent/skills shortage, etc. There was a lot of grumbling and complaining about how their operations partners just don’t seem to get that there is a skills shortage and that they are always looking for ideal candidates – i.e. they must have x number of years’ experience in a certain role/industry. There was a lot of angst being expressed by my colleagues about how organizations needed to get more focused on developing their own people and providing them with the skills they need for future roles AND they then need to give them an opportunity (take a chance) to show they can perform in these roles. As true HR pros, we got into the whole debate of build vs. buy approaches to talent. The whole conversation turned quite constructive and proactive (after the initial grumbling subsided!).

Things got really interesting when we started to discuss succession management in our own HR departments. When we started talking about whether or not we had people ready to replace us or replace our HR Managers, to a person, the responses were along the lines of, “that is a big challenge,” “I have no one that is even near ready to take on my role or my HR Manager’s role,” “I would have to recruit externally to fill my role,” etc. You get the point – as a group, we all spoke about the need to educate our organizations on the realities of today’s workforce and how we need to get rid of thinking of people as needing x years of experience before they can take on a “next level up” job.

The HR group, as a whole, was adamant their company’s needed to get better at developing their people and preparing them so they could step up into higher level positions so there wasn’t always a need to go to market. Yet, when it came time to apply that thinking to our own HR departments, everything we said we believed in we chucked out the window. Because we were HR, the rules didn’t apply. Because HR is different and the skills are so specialized and unique we couldn’t possibly develop our people to the level we need them to. Due the nature of our roles, we couldn’t be expected to “take a chance” on someone. We needed that person to have 8+ years of experience as an HR Manager in the I.T. industry before they could take on that role. That is why HR would have to recruit externally. Operations needed to focus more internally, but HR was an exception – really!?

Talk about a classic case of do as I say not do as I do. It is that type of thinking and approach that causes HR to lose credibility with its clients and business partners. If want to lead in our organizations, than we need to lead by example. We need to model the behaviours that we expect from our organizations. HR needs to walk the talk and be the role model. If we want credibility, this is how we earn it. So let us be the one that develops our people and puts someone in a next level up role because they have demonstrated they have the knowledge, skills and abilities to achieve the outcomes required. Let’s shift the paradigm and stop thinking of people as needing x years of experience in abc industry to do the job. Let’s take a “chance” – something that is very counterintuitive to HR!

What about you? Have you seen examples in your organizations where HR falls into the “do as I say, not do as I do” trap? As always, I welcome your comments and feedback.

Image courtesy of David Castillo Dominici/ FreeDigitalPhotos.net

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