Have you ever walked into a business and it’s evident that it isn’t everyones ideal work environment?
They just don’t suit the vibe of the business………… there’s something that’s just off.
I’m not talking about appearance. Hiring for cultural fit isn’t about how someone dresses, how attractive they are, the presence of tattoo’s, piercings and everything else that falls under the umbrella of employment prejudice.
This is about defining your strategic direction and values and then developing a set of strategic people processes that will assist you with achieving your business goals.
People processes that are developed around a balanced scorecard.
Businesses who place too heavy of a focus on skills risk having a dysfunctional workplace culture. At the extreme end of this concept are organisations that recruit based on skill based selection criteria’s, and score each candidate based on their ability to meet each criteria, at the lower end, and most common use of this practice, is to look at a resume and base the hiring decision around a degree, trade or years of experience in a particular industry.
The problem with this approach is that yes, technically they can do the job, but is that person actually someone that you would want to represent your business?
Do they have personal attributes that align to your values? Do they understand where your business is headed and have the right attitude to help you get there?
Skill & Competency versus Behaviours & Capability. The approach should be balanced, a nice little blend of both.
Drilling down, this is about finding employees that fulfil your expectations in regards to personal attributes, relationships, delivering results and the functional aspects of their jobs.
This is why we’ve developed our Key Behavioural & Capability Framework, to provide a toolkit towards achieving a competitive advantage through your people.
This balanced approach to your people management feeds into everything you do, it permeates through each and every initiative involving your employees. It starts with your organisational strategic direction, the framework takes your operational goals & values, develops a set of behaviours and capabilities and cascades them through assessing the capability of your organisation, how you recruitment, how you manage performance, how you develop your employees and how you plan for the future.
An all encompassing HR strategy to meet your business needs.
Employment Law & people management is a complex beast, if you need assistance navigating your way around we are on hand to provide support & add value to your business
I‘d love to meet with you to discuss how I can create a HR Strategy that adds value to your business, Contact Me for an obligation free chat.
This post is the 4th in a series of how quality HR solutions can add value to your business. Catch up here, here & here
HR is so much more than a set of policies and procedures. Strategic HR Management is about developing value adding strategies surrounding compensation & benefits, workforce planning, recruitment, performance management and career development. The policies and procedures aspect of HR is about compliance and risk management; they work within the wider business environment but their core purpose is to provide a risk management framework to manage the industrial relations and employee relations aspect of the business.
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It’s time for HR to move beyond policies, practices and processes, HR’s value proposition to business is to ensure HR professionals and their practices’ produce positive outcomes for key stakeholders, employees, line managers, customers and investors.
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