How to build INFLUENTIAL HR TEAMS that create collaborative relationships as respected strategic partners.
If you’re convinced that building collaborative HR teams is critical for the success of your organization, if you’ve shifted to a self-serve model of HR services, if you’ve adapted the center of excellence as on organizational design, and you want to hear how other organizations are using Flawless Consulting as a strategic lever, then this webinar is for you.
Creating collaborative HR teams requires intentionality.
Helping organizational leaders move away from viewing HR as transactional operators, and instead, treating them as consultants and strategic partners requires a proven, conversational system. Let’s explore this possibility together.
During this webinar you’ll:
Gain insight into the implementable ideas working well for three senior HR leaders who are building the capabilities of their HR teams to be more influential and consistently collaborative
Understand the unique challengesHR departments face in today’s evolving workplace and how to overcome them with less trial and error
Elevate the value of your HR expertise for navigating the current workplace transformation that, if ignored, will leave many without a seat at the table after the proverbial music stops playing
Kim Blue, Global Head of People Experience Partners at Zoom
Andrea M. Benavides, Senior Director, People Operations at Fabric.Inc
Wally Kuhns, Vice President, Human Resources at Dexcom
As a Human Resources (HR) or Support Services professional, you have expertise that is critical for the survival and growth of your organization. You have expertise, and you can offer it by playing anyone of three consulting roles at work.
Unfortunately, you may often find yourself being underutilized, overworked with transactional tasks, and being told to “fix” things and people. Is this true for you?
Do You Find Yourself Frustrated When…
Your leaders come to you at the last minute and tell you to implement something?
You aren’t involved early enough in the process to influence decisions and share your ideas?
Most of your day is spent putting out “fires” and expending energy on non-strategic issues?
You have so much more expertise to offer the organization, but they don’t appreciate it or even ask you for it?
You are asked to “handle” tough conversations, “problem” people, and fix them?
This is probably not the way you want to be treated. Instead, you want to have your expertise utilized, and be treated as a trusted advisor.
The issue is that others, including managers and clients, don’t know how to best utilize your expertise, so they default to the quickest option: tell you what to do.
But There Is Good News
You may be able to dislodge others from a default way of treating you at work. You can adjust your own approach by leveraging the three consulting roles to have your expertise better utilized.
But before you do, be aware that you may have unintentionally trained your leaders to treat you the way they do.
Here’s what I mean.
Many leaders, in the spirit of customer satisfaction, often operate with the mentality that “the customer is always right.” In this frame, they utilize you for “fixing” things and implementing their ideas in order to resolve problems.
Leaders then create conditions where you end up agreeing to do what clients tell you to do, even when it’s not the best thing for them or the organization. And if you attempt to push back or disagree with your clients, they get upset and even escalate a complaint to your boss.
There is a better way
You have the power and opportunity to change the conversations you are having with clients and the leaders in your organization. You can start by discussing the topic of how to best utilize your expertise by intentionally establishing the role you’ll play in the engagement.
We have found that HR and Support Service professionals can fall into three consulting roles.
The Three Consulting Roles
Expert Role – They count on you to fix things with your expertise, and they don’t want you to be involved in the diagnosis or solution. “Make it go away” is their mantra.
Pair of Hands Role – They come to you with their solution, and they want you to implement it. “Don’t ask questions, just get it done for me.” You end up being an “order taker” and implementing suboptimal solutions. Sometimes these solutions can cause harm to people and the organization.
Collaborative Role – You share the responsibility and accountability with the leaders to diagnose and develop solutions. Your expertise is equally utilized along with their expertise.
If you want to know which of the three consulting roles you and/or your teams are playing at work, then we invite you to take our free Role Orientation Quiz. You’ll receive your results and a short report about the roles, their advantages, and their disadvantages. You can then begin the process of choosing the role you really want to play. Click here to find out how.
Much of the growth of consulting has been riding the wave of the technology explosion combined with the trend toward downsizing. Most large organizations have found it more profitable to shrink and merge and outsource jobs. This creates the challenge of having fewer people doing more work, and the consulting industry has been the beneficiary of this movement.
The demand for consulting services has also grown because of the interest in quality improvement, better customer service, and changing cultures toward more engaged workplaces. All of these goals are worthy, but what I want to explore is how the commercialization of our services ended up subverting their intent.
Reengineering is a good example of an area of practice that had power and relevance. Its intent was inarguable but something shifted when the idea became commercialized and popular. Reengineering became the rage and consulting firms began to make promises that were unsustainable. After a good run, the work fell of its own weight.
The reengineering craze reached a point where whatever change we had in mind was called reengineering. Every department thought it was reengineering itself. The energy was more about becoming modern than becoming better. Reengineering became synonymous with restructuring and was sold by the large accounting and consulting firms with promises of a 30 to 50 percent return on the investment.
The dark side of reengineering, which threatened the whole profession, is that the promises made to sell the work either were never fulfilled or could finally be achieved only by eliminating jobs on a wide scale. The goal of restructuring the work process for the sake of the customer was more often than not unrealized. In fact, many of the users of reengineering began to reverse their efforts because they found the concept unworkable.
Reengineering, like the more current desire to be lean and agile, is a good example of two larger consulting complexities: how consultants take advantage of what is in vogue and how we pursue covert purposes.
When an idea is fashionable it becomes, almost by definition, a cosmetic solution. When we offer a service primarily because clients want it, we have chosen commerce over care. If we were strictly a business you might say, What’s the problem? The customer is always right. We only gave them what they asked for. Being also a service function, though, means that something more is due to the client.
Jeff Evans is a Vice President at Designed Learning and oversees delivery, product quality, and managing our team of international consultants. He’s been partnering with Designed Learning for over 25 years. He’s delivered training in more than ten countries to a diverse set of organizations and participants, including engineers, managers, manufacturing executives, healthcare professionals, human resources and IT.