What can be the NEW YEAR RESOLUTION FOR HUMAN RESOURCE of the organisation
Getting communications organized.
Be good to yourself this year. Promise that you will:
Do something just for you every single day
Listen more than you talk.
Plan this year, to listen to all that your coworkers are saying; they may want a sounding board, not advice or problem solving.
You may find you don’t have to take the monkeys on your back. Your listening may empower them to solve their own problems.
When they feel completely heard out and listened to, they are more likely to move from “stuck” to action.
Develop a method to track your life goals, your daily engagements, and you’re to do list. This gives your mind room for more important thinking.
We are always surprised at the vague answers we get to the question, "When you get your seat at the table, what will it look like?" As in business, non-specific, un-actionable answers never drive meaningful results.
The successful execs we worked with developed a clear and compelling outcome from the start that provided an understandable context for their transformation and identified evidence milestones to chart their progress.
Altering your perspective requires changing the framework through which you view the world. HR executives often look at business through their technical human resources lens versus a business strategy lens.
It is very difficult to participate in top-level strategy if you do not understand the critical components of core strategy and how these create value in your own company.
Too many HR executives cannot answer some of the basic operating elements of their own business, such as revenue, earnings, margins, even how they make money.
The operative word, of course, is "updated" because it's dangerous to base important and potentially litigious personnel decisions on a manual that hasn't been updated for a while.
Compensation programs involve a lot more than just guessing at a pay rate, or paying someone just enough to attract them to the job, or keep them. Pay programs must be internally equitable, relatively competitive with the labor market and, most importantly, defensible.
Employers hardly ever recognize that they have pay problems until they surface, and then most often, they surface in a really big way.
If your organization has these HR resolutions conquered, don't hesitate to conjure up another resolution.
Perhaps most importantly, keep focus on accomplishing your HR goals in 2011.
Getting communications organized.
Be good to yourself this year. Promise that you will:
Do something just for you every single day
Listen more than you talk.
Plan this year, to listen to all that your coworkers are saying; they may want a sounding board, not advice or problem solving.
You may find you don’t have to take the monkeys on your back. Your listening may empower them to solve their own problems.
When they feel completely heard out and listened to, they are more likely to move from “stuck” to action.
Develop a method to track your life goals, your daily engagements, and you’re to do list. This gives your mind room for more important thinking.
We are always surprised at the vague answers we get to the question, "When you get your seat at the table, what will it look like?" As in business, non-specific, un-actionable answers never drive meaningful results.
The successful execs we worked with developed a clear and compelling outcome from the start that provided an understandable context for their transformation and identified evidence milestones to chart their progress.
Altering your perspective requires changing the framework through which you view the world. HR executives often look at business through their technical human resources lens versus a business strategy lens.
It is very difficult to participate in top-level strategy if you do not understand the critical components of core strategy and how these create value in your own company.
Too many HR executives cannot answer some of the basic operating elements of their own business, such as revenue, earnings, margins, even how they make money.
The operative word, of course, is "updated" because it's dangerous to base important and potentially litigious personnel decisions on a manual that hasn't been updated for a while.
Compensation programs involve a lot more than just guessing at a pay rate, or paying someone just enough to attract them to the job, or keep them. Pay programs must be internally equitable, relatively competitive with the labor market and, most importantly, defensible.
Employers hardly ever recognize that they have pay problems until they surface, and then most often, they surface in a really big way.
If your organization has these HR resolutions conquered, don't hesitate to conjure up another resolution.
Perhaps most importantly, keep focus on accomplishing your HR goals in 2011.