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Why Human Resources Can Make a Difference or Let's Just Ship All the Jobs to ChinaI had an interesting conversation at the recent Talent Management Summit in Las Vegas. I was having dinner with a vice president of human resources for a company when he asked a provocative question. "Does what we do really have any impact on an organization? Can organizations still treat people like crap and make money?" I have to admit the question took me initially off guard but, like all great questions, has really gotten me thinking. There are a lot of companies that treat their people as cattle and (at least in the short term) make money. The idea is to churn and burn. In other words, squeeze every last ounce of energy from a person and then, when they burn out, bring in the next set of people. 100 people out the door, another 100 in! There are always people who need jobs. For these organizations, talent management, training, etc. means "the floggings will continue until morale improves." Heck, if they are making enough money I am sure there will be hundreds of consultants, academics and business writers touting their way of doing business as 'the future trend in organizational development', selling the 'X company way' to hundreds of other businesses looking to make money. Don't believe me? Go back and read how many articles around the 2000 touted the 'Enron way'. Remember the phrase 're-engineering'? All you had to do was tell 10 people to do the work of 30 and 'viola!' you were making more money. Let's ship all the jobs to China! After all, we do not have to worry about such nuisances as decent wages, overtime pay, child labor laws or even environmental guidelines. 100 people out, 100 people in. If they don't like it, they can try to find a job somewhere else. Heck, all we really need is a factory of trained monkeys and we would be in great shape. It is simply inputs and outputs, with people taking on the role of cattle. The Rumors of My Death Have Been Greatly Exaggerated Let's be honest, many companies who have moved their manufacturing operations to China have made money. Usually this is accompanied by a solemn-looking old guy sounding the death bell on America's place in the 'new economy' (it is always a 'new' economy no matter how old). "America's days as the economic leader are over." they solemnly warn. "A new day is dawning. The new economic superpower will be (choose one) China/Asia/Eastern Europe/the Middle East/etc. Yet the new corporate giants such as Google, RIM, etc. have come from countries that value people as assets and not liabilities. For instance, 90% of all biomedical technology comes from Israel - a place with a population of roughly 7 million people and the highest average wage in the Middle East. People - Our Long-term Competitive Advantage Doug Wilwerding is the former C.E.O. of Omnium Worldwide. Omnium is a debt collector that has between 800-1,000 employees who operate their call center and try to collect debts for Omnium clients. Debt collection is a very stressful job with turnover running as high as 150% a year. When Doug took over Omnium in 1997, human resources in the company was transactional and disengaged from business operations. In 2003, he undertook a strategy change for the company. He created an internal brand, calling it the 'O' factor or 'Be O' became the new catchphrase. 'Being O' implied a series of both results and ethics. It was something that people bought into and whose behavior was modeled at the top. The result? Turnover fell by more than one-third and the EBITDA was increased by 440% and the valuation of the company at the time of its sales increased by 400% from 2003. The Lifespan of a Company Arie de Geus in his excellent book The Living Company examined the list of Fortune 500 companies in 1977 and in a 20 year span found that over 1/3 of them no longer existed. For instance, out of the 10 companies that founded the New York Stock Exchange, only 1 is currently still in existence (General Electric). Why do some companies last only a few years (remember Enron?) while others, like G.E., are around for over 100 years? He found that there are four common components to living companies that exist over a long-term period. They are: A company's ability to learn and adapt; Cohesion and identity or the ability of a company to build a 'brand' for itself that creates a community for the company's employees; Tolerance and decentralization or an organization's ability to build constructive relations both within the organization and with their clients. This also includes acceptance (and encouragement) of diversity; Conservative financing, or a company's ability to control its growth and expenditures. What is interesting is that 3 of these 4 are directly related to a strategic human resources approach. The issues that we write about, learning and development, leadership branding, diversity, onboarding, and culture, are directly related to the success of an organization. "Yes, by squeezing everything you can from your staff you can make money." comments Scott Fleming, President of Replacements Ltd. "But it is a short-term strategy. Companies that are successful in the long haul understand that their greatest assets are the people who work for them." How to Make a Difference We can make a difference. It is the difference between a strategic human resources department and a functional one. A functional human resources department that is focused on benefits, salaries, hiring and firing and is disconnected from the business will soon be a thing of the past. Why? Because legal can handle firings, finance can deal with payroll and benefits and managers can hire their own reports. A human resources department that helps to manage talent and build a culture that attracts and retains the best people and is central to the business will be vital for its success. Here are some ways that human resources can make a difference: Understand the business. Doug Wilwerding had a sign in his office that said "Spectators will please remove themselves from the field of play." Explain how your proposal is not just a "fad of the day" but connects to the larger strategy of the organization and benefits the people who work for the organization. Measure impact. We value what we measure, yet we have to ensure that we are providing measurements that have real meaning. For instance, you can measure training with the 'smile sheets' after a course and that will tell you if people liked it. The problem is that even though people liked it they were unable to apply what they learned after the course and it had no impact. You may be able to get X amount more candidates for a job for less money by advertising in Y magazine, yet if none of those candidates were the right person for the job then you really have not saved any money. A simple questions to ask is 'What does success look like with this initiative and how will it impact the business?" Learning, for instance, is a means to an end and not an end in itself. If you are doing training, then what do you want it to accomplish and how will you know it has been successful? Show real ROI on what you are doing. Get executive support. There is nothing worse than an initiative that is undermined by the actions of senior management. Ensure that everybody is onboard and that senior management is not just going to put words on a wall but show it walking down the hall. Once senior management understands the business implications and buys-in, they must also demonstrate through their actions support for the initiative. What about those companies that have shipped the jobs to China, how can we compete with them when they are paying people so much less than we have to pay them here? The answer lies in the business. Over the past year, for instance, numerous products have been recalled that were made in China because of their use of lead paint. Many consumers are now wary of buying products made in China not necessarily out of patriotism but because many of those products are made with toxic materials and break down. What we do does make a difference because with what ultimately makes a company profitable in the long term is having a positive workplace with highly motivated people each having the ability to utilize their unique genius to help build the organization. Michael Rosenberg is a partner at OYG Inc. ( http://www.oyginc.com ) and the author of The Best Practices of Retention for Thomson-Reuters, The Flexible Thinker and the co-author of The Flexible Thinker: A Guide to Extreme Career Performance. He is an internationally-recognized expert and coach in the application of learning to help organizations adapt, retain talent and solve the problems they face. He can be reached at mike@oyginc.com and publishes a free bi-monthly e-zine called Organizational Solutions which you can sign up at the OYG website
NAVIGATION
Human Resources Challenges - Employees That Have Fights at Work
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