| I know, you are thinking "well, that wasn't much help". | | | | so programs become second nature - HR can't do it |
| Start with the number of employees as a general | | | | alone. HR should be designing programs, training |
| indicator. | | | | managers, and communicating and implementing only |
| A basic rule of "thumb" How many employees do you | | | | those programs that move the organization forward, |
| have? A common approach is that if you are in the | | | | reduce cost, increase retention or increase revenues. |
| manufacturing sector, or are unionized and you | | | | There should be no superfluous programs, please, and |
| answer 50 or more, then you should have an HR | | | | no 'flavour of the day' programs. Every initiative must |
| person on staff. Beyond 50 or in knowledge or service | | | | tie to the business strategy. |
| industries, the rule of thumb is 1:100 employees. | | | | Most importantly a program should not be installed just |
| Then balance this with your answers to these five | | | | because a manager likes it. If you have a |
| questions: | | | | knowledgeable HR professional on your team that |
| Are the organization values and business strategies | | | | knows his/her stuff, expect them to speak up - |
| clearly communicated? You can't clearly communicate | | | | welcome their feedback. At the end of the day they |
| what you haven't articulated. This is crucial to the | | | | will align the HR function with the business goals. |
| success of any organization. Simple but true - not | | | | 5. Are there consequences for managers and leaders |
| knowing how you want staff to "behave" or deliver, | | | | who fail to meet objectives that relate to people? |
| based on values and culture, is like inviting poor | | | | Here's where the rubber meets the road. People |
| customer service to the party. | | | | represent anywhere from 60 to 80% of an |
| If you don't know your organization's values, or if you | | | | organization's expenses. The higher end of the scale is |
| haven't taken the time to identify the culture (culture = | | | | typically found in knowledge industries.When you hand |
| values and is disguised as attitudes and behaviours) | | | | people assets over to managers and hold them |
| for success, then no amount of HR will help. | | | | accountable, it should mean if they don't deliver on the |
| 1. Is there any HR infrastructure in place? | | | | people objectives there is some impact. People are a |
| There are basics that you need, no matter your size. | | | | large component of expenses, remember? |
| These can and should be very simple, no matter the | | | | If objectives are not met, maybe managers shouldn't |
| size of your organization. Things like an employee | | | | get a salary increase or, at least, not as much as |
| handbook, performance coaching process, pay for | | | | planned. Perhaps their bonus is reduced because |
| performance methodology and an interview and | | | | those goals are incorporated. Maybe if they continue |
| selection program that identifies people that "fit" - | | | | to ignore the assets they manage they get fired. |
| technical skills and behaviours or attitudes (culture) - to | | | | Radical? Perhaps. But you wouldn't let them crash the |
| name just a few. | | | | company car more than once without repercussions |
| 2. Are managers trained in the effective use and | | | | and it's only worth 20 - 30K. |
| communication of all processes and programs? | | | | So how much HR is enough? |
| To create synergy and harmony within the | | | | If you answered YES to the last five questions; you |
| organization, ALL managers need to have the same | | | | need an HR strategic partner to help manage change |
| understanding of, and be using the programs and | | | | and design or tweak programs that focus resources |
| processes in the same way. This has the potential to | | | | on company goals. |
| reduce confusion and focus the "team" on company | | | | If you answered NO to the last five questions; you are |
| goals. It can ensure less friction or angst and contribute | | | | probably spending too much time on people problems |
| to a higher level of morale. | | | | and not enough time growing the business! At this |
| 3. Are leaders expected to "walk the talk?" | | | | point, unless you hire a highly seasoned, very |
| Leaders can't HAVE a team - they must realize they | | | | expensive HR professional, forget it. You are better, in |
| are PART of the team. That means no "do as I say, | | | | the short term, to find a good consultant and |
| not as I do" attitudes. Leading by example is one of the | | | | outsourcing partner that can put the wheels back on in |
| most powerful behaviours a leader can model. Don't | | | | fairly short order. Then bring in an HR Professional with |
| just tell the folks.....do it. | | | | the experience that matches your organization size |
| 4. Are managers and leaders held accountable for | | | | and strategic needs. |
| implementing and managing HR programs and | | | | If your answers were all over the place, well......it |
| initiatives? Train managers and hold them accountable | | | | depends! |