The Changing Face of Human Resources

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There has been an earthquake-like shift in the employee-employer relationship and it has happened, not over decades, but within 2 years. It has changed the way employers interact with their employees and the way employees show up for work. In the past, even the advanced HR functions were still primarily transactionally based. This shift has necessitated that employers look at each employee in an authentic Are you an authentic HR leader? (humanresourcesonline.net)way, taking into account their needs on a holistic basis and not just during the workweek. Employees more than ever before are coming to the table with demands. Demands for work/life balance, for enhanced benefits, for more pay, and most importantly, for meaningful work where they can serve a greater purpose and be a part of something bigger than themselves. They are holding employers accountable in record numbers for taking a stand on important issues and being able to eloquently articulate how they are improving the world.  

COVID, while an incredible health travesty, has in some ways, sped up this revolution. It has caused people, employees, to step back and assess what is important to them, where they want to work, how they want to work, and what they are willing to sacrifice, if anything, for a job. In record numbers, over 4.4M in Nov 2021 alone, People Explained Why They Resigned During The Great Resignation, And Their Points Are Sooo Valid (yahoo.com)employees are quitting and quitting without necessarily having another position lined up. Quitting to pursue their passions and their interests and realizing that money is only a part of the equation to leading a happy life. The term The Great Resignation, Great Resignation – Wikipedia coined by Anthony Klotz, a professor of management at Mays Business School at Texas A&M University, who predicted the mass exodus in May 2021, is on everyone’s minds.

I feel very fortunate to be a part of an organization that started this journey long before the world had ever heard of COVID, to have embraced our WHY, and to have established inspirational Guiding Principles that serve as a daily roadmap for our teams for how we want to serve our employees, our residents and our broader communities. Well-being has always been at the forefront of our message and wellbeing in the broader sense of the word, incorporating physical, financial, social, emotional, and career wellbeing. As a people-first company, we continue to take the individual needs of our workforce into account, personalizing our offerings and doing what is right.

While the staggering numbers of employees who are quitting their jobs and moving on may slow in the coming months, the seismic shifts surrounding flexibility and employee demands that have occurred will remain. I am frequently asked by our employees and others if we will revert to the old ways of working without the flexibility and the hybrid The Next Great Disruption Is Hybrid Work—Are We Ready? (microsoft.com)schedules. My answer is always the same “No”. Once we enter a period of enlightenment it is impossible not to know what we know. People can be highly productive working from someplace other than the office, working irregular hours and days, and can be trusted to get the job done, whether you can “see” them or not.

Are you a Connector?

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sherrie-suski-officeWhen we think of the word “connector” we usually imagine something technical, a wire, a tube, something that plugs in at both ends, but increasingly, the word is being used to describe some of the best managers. A connector manager is defined as one who fosters meaningful connections among employees, teams and the organization to develop an employee’s specific capabilities. This is in direct contrast to the “Always On” manager approach which defines someone who commits to constant employee coaching and development.

Similar to the old adage “it takes a village to raise a child”, the data is showing us that managers who reach out to others to fulfill some of their own employee’s developmental needs are highly likely to experience better retention and better output.  Connector Managers give targeted feedback in their areas of expertise; otherwise, they connect employees with others on the team or elsewhere in the organization who are better suited to the task. They spend more time than the other types assessing the skills, needs, and interests of their employees, and they recognize that many skills are best taught by people other than themselves.  Most senior managers are exceptionally willing to help develop subordinates outside of their own departments. It gives them an opportunity to shine, showcase their own skills and do something that is clearly in the best interests of the organization

Gartner research finds that Connector managers triple the likelihood that their direct reports are high performers, and increase employee engagement by up to 40%. Reason enough to dive further into this approach.

Developing mangers to personalize employee development

Only 32% of employees believe their managers tailor coaching and development to their actual development needs.  This is where a strong performance management system is essential. One that focuses on individual development plans and not just quarterly or annual goals to accomplish.  Even employees who are not capable of moving up in the organization have hundreds of lattice or horizontal learning and growth opportunities.

Power the team for peer development

Only 25% of managers leverage their direct reports to develop others across the team.  No manager is an island unto themselves or should be expected to be the expert on everything.  Especially as our workforce ages there are a plethora of individual contributors who have a variety of interesting and enriching experiences that they want to share.  Partner up some of your younger employees with some of your more senior team members.

Enable managers to partner for best fit connections

Although most organizations are investing to improve employees’ opportunities to connect for development, only 32% of employees rate these development connections as high quality.

Don’t overlook skill sets that other managers possess and would be willing to share.  No one manager can be the best at everything and understanding your own strengths and weaknesses is key to knowing what to “insource” within your own organization.