Many hr executives are performers, from that some function at a much higher level than the rest, enjoy their jobs more, and earn up to four times more in salary than others. By above we can say something like hr executives are either “Sustainers” or “Stars”.
Sustainers are people that, upon meeting them, say they worked for a company 35 years ago. They hate change and love control. They are losing the employment race and know it but are scared.
Stars, on the other hand, talk about what they’re doing now in their careers. They hire people who will produce results, which will make them look good. Stars are winning the employment race. They are also much more attractive because of their confidence and energy.
Who is a Star?
Fortunately, being a star is a discipline that can be learned. What kind of HR executives are stars? What kind of behaviors do they exhibit? Most successful, HR stars routinely hire subordinates much better than themselves and milk their peers and consultants for their ideas and insights. If an idea can make them more successful, make them look good at their jobs, and help them fix a problem, they will not hesitate to use it. Stars are directors and vice presidents at hot start-up companies, serving as HR business partners and HR senior managers at biotech companies, and they manage both HR and MIS at engineering companies. To be a successful HR executive, have the fun, and make the big bucks, one must learn to think, feel, act, and react like a star.
Who is a Sustainer?
Our least successful sustainer HR’s are no sayers. Sustainers hate change and are the ones who don’t believe in empowerment because they don’t want to share the power. They don’t support innovative ideas or programs because these would involve risk taking. Competency and drive in subordinates scare them, so they lay off these folks. Sustainers love employee surveys because they take a long time, make them look like they’re accomplishing something, and are safe. They structure the surveys to provide the results they expect and hire the largest, most expensive management consulting firms to conduct them. They feel comfortable knowing that no one ever gets in trouble for doing a survey.
Star Traits
A holistic model of the traits and behaviors of stars and sustainers produces some of the Following characteristics:
• Humility
• Innovation and Risk Taking
• Strategic Planning
• Focused on Results, Not Process
• Focused on Individuals, Individual Needs, and Individual Issues
• Flexible
• Listens, Accepts Feedback, and Doesn’t Need To Be Right
• Externally Focused
By Priti Shah
Sustainers are people that, upon meeting them, say they worked for a company 35 years ago. They hate change and love control. They are losing the employment race and know it but are scared.
Stars, on the other hand, talk about what they’re doing now in their careers. They hire people who will produce results, which will make them look good. Stars are winning the employment race. They are also much more attractive because of their confidence and energy.
Who is a Star?
Fortunately, being a star is a discipline that can be learned. What kind of HR executives are stars? What kind of behaviors do they exhibit? Most successful, HR stars routinely hire subordinates much better than themselves and milk their peers and consultants for their ideas and insights. If an idea can make them more successful, make them look good at their jobs, and help them fix a problem, they will not hesitate to use it. Stars are directors and vice presidents at hot start-up companies, serving as HR business partners and HR senior managers at biotech companies, and they manage both HR and MIS at engineering companies. To be a successful HR executive, have the fun, and make the big bucks, one must learn to think, feel, act, and react like a star.
Who is a Sustainer?
Our least successful sustainer HR’s are no sayers. Sustainers hate change and are the ones who don’t believe in empowerment because they don’t want to share the power. They don’t support innovative ideas or programs because these would involve risk taking. Competency and drive in subordinates scare them, so they lay off these folks. Sustainers love employee surveys because they take a long time, make them look like they’re accomplishing something, and are safe. They structure the surveys to provide the results they expect and hire the largest, most expensive management consulting firms to conduct them. They feel comfortable knowing that no one ever gets in trouble for doing a survey.
Star Traits
A holistic model of the traits and behaviors of stars and sustainers produces some of the Following characteristics:
• Humility
• Innovation and Risk Taking
• Strategic Planning
• Focused on Results, Not Process
• Focused on Individuals, Individual Needs, and Individual Issues
• Flexible
• Listens, Accepts Feedback, and Doesn’t Need To Be Right
• Externally Focused
By Priti Shah