
Darren Baker - Veer.com
4:54…4:55…4:56…4 minutes until the clock strikes 5pm. Another day over, another 2 inches of documentation added to the “to do” pile. As you enter the hallway and leap towards the elevator, your mind starts to wander…5 years ago when you graduated with a BA in Human Resource Management you did so under the expectation the future would be based on people, the feeling center of your future employer.
The reality however has manifested quite differently…Your job, a HR call center representative, requires the employee under distress to be reminded of the harsh reality of their numeric existance prior to reaching a human on the other end that cares.
Human capital has replaced the individual, and who they are and what they care about has been lost to world of controlled existance. From the swipe of a badge in the morning to the ‘log-off user’ at workdays’ end, a workplace of surnames and addresses has been buried beneath a world of employee numbers, performance rankings, and UserIDs. Policy, procedure, and process has become the job of the people we hired to take care of the “life” needs of today’s workforce, manifesting and perpectuating mediocrity as the performance standard in today’s cubicles.
Shift the HR experience by establishing 3 “human” principles into practice.
1. Design corporate policy, company culture, and employee expectations around what is right vs. what is fair. If the foundation for processes and controls within your organization is based on being fair to all, you are trying to harness a tornado of opinion-based benchmarks and interpretations for how fairness is applied in the workplace. If you foster and encourage performance-based cultures and create static measures that are applied consistently across the organization, then what is right becomes black and white in application to manage and reinforce.
2. Outsource process, insource people. If ever faced with the strategic dilemma of outsourcing, find the balance to keep internal team members that are familiar with internal company culture, workplace policy, and have personal relationships with staff members for the “life” support and personal issues. Outsource time intensive and/or systematic processes.
3. No matter the discussion topic - acknowledge all individuals at the table as “humans” first. Make eye contact whenever possible, and initiate all discussions with “How are you today?” and wait for the response.
Be revoluntionary and bring “human” back to the workplace. Whether you are a senior manager or a front-line HR generalist – you are empowered and have the contact with the employees to make a difference in your organization.