HR Bartender spends a lot of time discussing what organizations must do to succeed. This includes employee experience, candidate experience, and company culture. A human resource department that can partner with the business is a prerequisite for building a top-notch organization. It is hard to believe, but a poor HR department may not have the resources to create the best workplace.
However, that does not mean you can do it alone. Just finished the book. This book provides a unique view of the HR profession and how to create a Human Resources department that can handle the challenge of creating the best company for your C-Suite.
The book is not being given away, but I won’t give it away. You will want to get a copy. The chapter on “How to Build an Unconventional Human Resources Team” was the one that spoke to me the most. Creelman and Navin highlight six skills human resource professionals should be focusing on to improve their professional development.
- The collaboration demonstrates a willingness and ability to work with others. We can often be accused in HR of being the “department that says no”, which can lead to us being excluded from important business conversations. There will indeed be times when we have to say no to protect the business. However, there are times when we can also open the HR Lab and do an A/B test to find the best strategy.
- Curiosity demonstrates our ability to explore, learn, and seek creative solutions for all stakeholders. Navin and Creelman agree that “creative” can sometimes conjure up images associated with artistic talent. Sometimes, it can be associated with breaking the rules. It would help if you saw curiosity as a positive trait focused on winning.
- Data and Technology Experts must be included on the list. A high level of technology and data analysis skills is essential for any human resource professional. While you don’t need to be a programmer, Human Resources departments that do not have a tech component are likely to suffer. Modern work experiences are important to employees.
- The authors defined executive presence as “having the communication and storytelling skills to sell stuff to skeptics”. This skill is something I fully support. It doesn’t matter how brilliant our ideas are; if nobody buys them in, they won’t happen. We must also keep the buy-in from stakeholders so that projects remain fully supported (and financially funded!
- Risk-Taking is about being able to recognize opportunities and be comfortable with managing risks. It also requires the ability to decide to close down anything that isn’t working. The last sentence, about closing down programs and projects that aren’t working, is crucial. Sometimes, organizations must learn from the mistakes of the past if they want to move forward.
- Systems Thinking allows you to see how the pieces fit together. HR professionals need to know how an organization works, regardless of whether they work in a particular department or as a whole. This knowledge is crucial for planning, recruitment, onboarding, training, and planning. It is also critical in selling ideas to managers (#4).
These skills could be highlighted in a company-wide leadership and management skills training program. These areas might be a focus for future hires.
The CMO of People is a must-read for all human resource professionals before they go into the department’s annual budget and strategy session. This is a great time to discuss what HR hopes to achieve next year and, more importantly, how they will do it.