It's been an interesting year in the world of Human Resources: The certification debate rages on, talent management is evolving at whiplash pace, generational diversity has created a roller coaster of succession planning and the social space has never been more populated with educated HR advisors.
In truth, HR remains the organizational pipeline to employees, managers and executives. It is commonly overlooked that HR is the only organizational department with such an influence on company success.
We all know nothing happens quickly in HR, but here are a few ever-developing trends that inspired my heart in 2014.
Behavior Change Management
Now more than ever change is paramount to organizational success. We all know we need to adapt with the times and we are all too lazy to confront the issue head on. Here come the apps...
I'd specifically site the impact that FitBit and like-minded behavior change apps have had on the way we work in 2014. On any given day, I am getting up from my desk several times to ensure I am supplementing my 10,000 step goal. I've taken on the challenge because it is measurable and easy to access. I compete with my co-workers (and my wife) to top the leaderboard at the end of each day. Through a simple application (and a group of willing participants) we have created a cultural challenge that engages our employees in healthy competition.
Well-guided behavior change application works with wellness, performance management, and employee engagement alike.
Did somebody say the G word? No, I said two words that have been Behavioral Economics principles since we stamped loyalty cards at the super market. The truth is, game mechanics have made a distinct impact on the way we work (see above). Through game mechanics we can create a challenge, measure our progress daily and create metrics for elevated career development with each challenge we conquer.
There's an app for that too.... we do need stinking badges (badly)!
Soft Skill Enhancement
HR knows better than to play in management's sandbox when it comes to performance management. Who would have known that this adversarial battleground would have created the greatest opportunity for partnership from HR to our business units.
With staffing and training becoming exceedingly costly what would it mean to keep 25% of our exiting talent in-house? Turnover can be productive to idea generation and can combat motivational plateau but that doesn't mean we should allow superstar talent to leave for our competitors. Employees don't leave companies, they leave managers.
By making the elements of SCARF and Corporate Citizenship a faction of performance measurement we open up opportunities across our organization. Through multi-pronged performance enhancement programming we can help identify the soft skills that make a failing sales executive a leader in the project management function.
I know no idea is original and these revelations may seem like old hat to our smarty pants readers. I always appreciate the opportunity to point out how we are making a positive impact instead of sighting all the stigmas a fraction of our population continue to validate.
Here's to a powerful and productive 2015!