Maximizing the Impact of HR Operations

Directors of human resources (HR) in small- to medium-sized businesses are frequently frustrated. The majority of their time is spent resolving conflicts between poor management techniques and entitled or displeased workers, as well as aiding with pointless administrative and office administration tasks that neither advance the brand of the company nor encourage employee engagement.More than 60% of HR directors in small to midsized enterprises say they spend at least 45% of their time putting out fires rather than working on long-term, proactive, and strategic projects that build momentum inside their organizations, according to a recent survey.

• Begin by aligning: What is the overall goal of the HR position, and how does it promote business success? When HR and business leaders reach a consensus over the answer to this crucial question, it opens the door for genuinely changing how people have an impact on company success.

• Make a matrix : How much time is devoted to each HR department? How much of each month, week, or day is devoted to each area of focus? Discuss with your staff how much time is spent by the company dealing with issues during a crisis. How much time is devoted to administrative tasks in the HR position(s) at your company? How much money is spent on hiring, succession planning, organizational development, onboarding new employees, and proactively mentoring managers and teams?

• Consider the Cost: Compare the expense of managing certain non-strategic HR tasks in-house versus outsourcing them. Consider the opportunity cost of continuing to be in charge of tasks that do not make or break a company. Is it better to recruit a junior or administrative-level employee to manage those administrative operations, such as payroll, benefits, compensation, Family and Medical Leave Act (FMLA) paperwork, etc., or to outsource those tasks?

• Self Assessment: Does the person performing your primary HR role possess the knowledge, values, and abilities necessary to function at a strategic level? What abilities do they have that help them in their job? What flaws in their attitude, belief system, and level of competence do they have that could potentially stand in the way of their success? Think honestly about the personal and professional growth they need to experience, and then determine if they are genuinely willing to put in the effort.

• Develop a Strategy: Make a five-year plan outlining how HR will support and hasten the accomplishment of the organization's objectives. Determine what HR is required to do in order for the organization to achieve its top goals. Obtain the support of the business for your vision and the necessary work. Once you are satisfied that you are on the right path, be sure to fill in any gaps by deciding what has to be done right now in order to continue. Build out the specifics of your one-, two-, and three-year plans once that is finished.

These five stages are just the start of discovering the value that HR brings to your organization's strategic, long-term goals. It is up to you to maintain your course and bring about change after you have identified the vulnerabilities and removed the obstacles. Check our Maximizing the Impact of HR Operations training course, and have an in-depth training about this topic.