strategic projects that take years to execute. The challenge is
to keep people focused and motivated through that period. In
general, people thrive on instant gratification, so when we say
something is a three-year project, it takes a whole different kind
of leadership to get through it. HR needs to lead that effort.
HRP: What’s the key to leading HR during
a difficult time for an organization?
CF: You have to stay super close to the people who are natural
leaders and influencers, and the people who are the highest performers
or have key critical skills. HR professionals can leverage
these people to ensure continuity of talent and the right kind of
workplace environment. Stay ahead of the problems and don’t
just react, and be clear about objectives – where you’re going and
why. Deliver lots of feedback and positive reinforcement; keep
people engaged and satisfied enough to stick through the difficult
times. This is when great leaders really shine.
HRP: What skills are important for success in HR?
CF: First and foremost, you must have a deep passion for the
business and what the business is there to accomplish. That’s got
to be first. To be a great HR leader, you see yourself as an integral
part of the business’ success. Partnered up with that is a deep understanding
of people. We’re the people experts; that’s what we
bring to the table. You must also be a fact-based and analytical
thinker, and draw insights from complex systems of people, behaviours,
results and other points of information. The days of the
soft and fuzzy HR team are long gone.
HRP: What tips do you have for new grads or those in
entry-level HR jobs who want to move up the ladder?
CF: Try to have at least one role outside of HR. If you want to
move up the ladder in HR, the best thing you can do is take at
least one position outside the field. Do this when you know HR
well enough to appreciate what it’s about, and then step out. The
best experience I ever had was an operational job where I was
measured on driving growth and profit for the organization. I got
a crystal view of how the HR function could help or hinder me
in achieving my goals – it was like a light shone on it and I could
see it clearly! I honestly didn’t understand that until I had a role
outside of HR.
HRP: What’s the future of HR?
CF: There are two things. The first is the continued evolution
from HR practices to people solutions. We do what we do in order
to drive business results, not to “do HR stuff.” To get results,
people need objectives, feedback on their performance, opportunities
for development and rewards. We create solutions to
accomplish these things. The other thing is that we need to be
much more predictive. Strategic workforce planning hasn’t really
taken off in HR yet. I’m talking about projecting where the
business strategy is leading and what the labour market and technology
are going to look like, and how we can predict all of that
so we are ahead of it when it comes. HR will need to be better at
this if we are to be more effective business leaders. n
We can help
you put it
all together.
Creating and maintaining a psychologically
healthy and safe workplace can seem like
a daunting task, but it doesn’t have to be.
Practical tools and resources can help you
get started, assess your current situation,
or take the next step.
We can help you put it all together and
work towards a psychologically healthy
and safe workplace.
www.workplacestrategiesformentalhealth.com/phsms
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HRPATODAY.CA ❚ JANUARY 2015 ❚ 53
