So, we hire poorly, screen poorly and then are surprised when the last line of defense – performance management – fails?
I spent quite a bit of time at SHRM National listening to the full range of topics, all themed on improving productivity and getting the “HR Thing” right. Much of it was spent on the administrative side of our world. Why? Because it is safe, and it is what we see as the “bedrock” of our world.
It’s wrong. We should be looking at a better bedrock. We should be spending our time evenly split on workforce planning and helping guide the organization to a higher level of performance and profitability, and management development, helping guide the individuals inside the organization to higher levels of personal performance.
I’m writing this during the monthly meeting of the Human Resource Professional Development Association. Elizabeth Stahl is presenting, and she gets this point. She is pushing people to have courage, take risks, and gain influence. All of which is true, especially as my data shows that we in HR have a very slow decision cycle and are cautious, and want to protect our paychecks. It is also clear that for this group of mostly senior HR people that we, as a group, think higher levels of risk taking is a good idea…within reason.
Within reason? Hey, we’re in a “seige mentality”. We’re under attack, and everyone is hunkered down, protecting their paycheck. This is a lousy time to take risks. At the same time, our organizations MUST take risks to survive. Our CEOs need to have us taking good risks, and helping the organization survive.
Maslow got it right. First we are focused on survival, then on safety, then on community.
Focus on survival. Take some appropriate risks. And accept that these are mutually exclusive.
Karl Ahlrichs' Uncommon Experience 