HUMAN Framework as a Compass in Guiding HR Strategies
Chris Fields (from Cost of Work) wrote a very interesting blog post on SmartRecruiters about using the H.U.M.A.N framework as a compass in guiding HR strategies . I think the framework is very sound, and I wanted to add some additional thoughts to the framework.
Humanize suggests that policies and practices must consider employees and customers as people. Policies should be flexible and recognition should not lose sight of the human element – technology cannot solve all the problems. Research has demonstrated that virtual teams that have met at least once in-person can outperform those that have never met at all. Humanize can be a useful concept in tackling common HR issues like employee retention and employee recognition.
Understanding and Analyze go hand-in-hand. Metrics are incredibly important in shedding light on what is happening in the company. They are paramount in identifying the key drivers of organizational performance, as well as organizational decline. Data is everywhere, and successful organizations leverage this data in guiding product development, social media strategies, and more. However, discussions around the use of Big Data highlight the drawbacks of relying too much on statistics and data. Interpretation of data is important; HBR recently posted an article on why IT teams should hire cognitive psychologists and the main reason is for interpretations of data analytics beyond the sphere of the core business. There are many reasons for human behaviors and the data is not sufficient. Furthermore, data elicitation methods may be biased, mediation effects could have been ignored, or the wrong statistical tool was used. Models can be wrong – this is why Understanding is so important. When you have a real understanding of your job, your market, your customers, you can combine your gut feeling with data.
Manage is an interesting one. As Chris Fields describes, managing doesn’t mean babysitting – it means providing structure and direction. Although many academics are adamant that leaders are not managers, there are overlapping functions. Managers may not require charisma, vision, or be constantly monitoring the external/internal organizational environment, but managers must still be able to identify the needs of followers and provide them with the tools to succeed. They may not be directly guiding the strategy of an organization, but they are often the ones that are directly engaging with the junior employees. HR may not be developing the structure or policies of management, but they are essential in moderating the culture of management. Recruitment strategies and development plans are key in influencing the current and future trajectory of management.
Nurture is fundamental in today’s knowledge-centric organizations. There is a shortage of workers that are ready to take over the positions of Boomers, so organizations need to get on top of training current employees to ensure there are successors when Boomers retire. The predominant view of today’s workers is the need to continuously upgrade in order to stay competitive in the job market. An organization that takes the time to upgrade their employees is also more attractive to the newer generation of workers and will be more successful in retaining them in the future.
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