Looking back and forward 2014/2015

In 2015 I’m going to investigate more about….

  1. Communication design principles. Colour, layout, design, writing style, advertising and connection through visual media – I have to know more! I think there is a real gap in the skill set of HR practitioners in this space. Knowing how to craft communications with excellence beyond a boring poster format and policy speak, I think is the most important skill I will continue to learn this year.
  2. Performance Review Cycle Success – that old chestnut. Generally the feel is that people hate completing them, managers hate running them, the administration is a headache and most models don’t scale well.. there has to be a better way.
  3. Photography. This connects with number 1, but I am going to become really good at taking my own photos to communicate my message and the message of projects I am working on.
  4. Mastering Personal Knowledge Management. I think I have a handle on these principles but I want to get really clear on what this means and looks like in practice, then see where I can take it at work and play.
  5. How to find where top performers come from and what (if any) similarities there are between them. I want to go beyond just identifying top recruitment strategies and training and development pipelines. I want to look at top performers and see what they are made off and what similarities there are between them. Maybe it will be a simple finding, maybe not. Either way I am excited for what knowing this information can bring .

In 2014 I learned…

  1. If you haven’t clearly articulated your Vision, Mission and Values the going will get tough. This applies to work and play, if you can’t articulate what you are about, getting stuff done right will be a challenge. I watched the VMV being crafted for multiple businesses this year as well as the articulation of my own. You can’t make the decisions you need to and it’s difficult to make a bold and courageous move without knowing what they are either.
  2. The power of Vision, Mission, Values and “Getting It”. This year I heard the statement “getting it” become part of how we describe performance. People getting it, not getting it for example “they are technically excellent but they just don’t get it”. Getting it is about someone’s ability to really hook into and feel the vision, mission and values of a business and design their ideas and the way they work to fit into that model. Those that Get It are your future leaders, the ones that you will inspire and will continue to inspire you.
  3. Being resilient ensures growth and success. Keeping your cool in tough situations, managing set backs, being told you can’t or that you are not good enough are constants in every part of your life. If you are able to keep going in the face of danger, uncertainty and “haters” it will make you a force to be reckoned with.
  4. The job you do and the boss you work for will be equally as important. My experiences and the stories of others have highlighted this fact this year. Some people can tough out the agony of a great position and a terrible manager or vice versa – but I think fundamentally you will leave or become vey unhappy… sooner or later
  5. Intellectual and creative pursuits will make you better at your job. This year I went on my first overseas holiday and had a raft of other experiences that changed my priorities and energised me to think differently. I read more widely, watched movies not found at your local cinema, played with design principles and made a bigger effort to explore the world around me. Indeed this (I think) has made me better at my job and better in life in general.

Happy New Year!

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Why policy and conversation should be bff’s

So I found myself a few weeks ago in a discussion on LinkedIn about the use of uniform policies and this guy wrote something along the lines of ..

We work with adults, treat them like adults we don’t need a uniform policy!

Then plenty of others went on to put in their thoughts cheering him on saying “yeah you just need to have a conversation”. Then I came along and rained on everyone’s parade, then the policy police were brought up and then I decided to step away before I said something foolish on social media.

I feel we look at policy the wrong way because we have built this HR rule book feel as a profession. It’s the brand of like HR walking around looking for what people have done wrong and citing the policy. That’s not what I do for a living, no way! But there was a period of time where this was the perceived image of HR – they were the policy police, smacking people for being naughty. So as we emerge from the dark ages and into the dawn of the conversation and HR being more than a compliance team, let’s not be ignorant and let’s think about what policy implementation has taught us.

3 things that we have learned about policy include:

  1. if all you are good for is reciting policy then your career has an expiry date;
  2. if you smack people with policy they really wont like you, their manager or the business; and
  3. policy is kind of essential to keep you out of court and ensure messages are clear.

Businesses are communities, and like any community there are rules you are expected to follow to be part of it.

Think of the communities you belong to whether it be your family, a sport team or a volunteer group. There are expected standards of behaviour of how you will treat each other.

Sometimes we mess up, someone has a conversation with us to see what the hell we were thinking. Sometimes we really make a mess of things, get a talking to and face the consequences. Same goes for at work.

However work has the high stakes of finance, health and safety and legal obligations, so it makes sense to have some kind of documentation to ensure we are on the same page.

So, what does this mean for you as a HR practitioner or line manager? It means we need to respect the policy and treat it like insurance. It’s purpose is a communication tool to share what is expected from people. It serves as a point of reference when an employee claims “they were never told” or “I don’t understand what you mean”.

Have the conversation using the policy to get your facts right, and really, if it escalates then we can start having the tough conversations, that might include, yes a policy reference.