View from HR: More than one way to accomplish a business goal

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View from HR: More than one way to accomplish a business goal

By Bruce Clarke

Reblogged from &

goalsBusiness and human resources leaders occasionally clash over the right way to reach a goal. Sometimes there is genuine disagreement. More often, though, one of these barriers prevents working together toward the best business result.

Which goal? Do all members of the team understand the business goal? Much like a 6-year-old’s soccer game, knowing “which goal” is key. A score for the other team is bad. A kick toward the proud family is almost as bad. Understanding the definition of success is necessary for true success.

A goal is more than, “We need more engineers” or “We have to cut health care costs” or “We are not attracting and keeping the right people.” Enough detail is required to show why this matters at this time to this company: “We need these types of engineers because our $100 million investment in research to create a product capable of replacing the old technology must meet new expectations of a market we do not understand.” Even better: “The customers are European; travel to their sites is required; we might do our first expat agreement, and these other decisions have not yet been made.”

This should sound very basic. Yes! It is about how things will be different when we succeed, not just a box to check next to a misunderstood or poorly communicated task.

What filter? Realize that well-intended managers bring different filters to every conversation. The CEO may see this engineering project as all about opportunity, profit or replacing a dying product. The finance leader could bring caution around expenses or capital needs. The HR leader might use a filter of the hard work needed to make this happen in a tight market. Each filter affects behaviors, which may hurt success unless they are recognized and reconciled.

Leaders and team members must keep each other away from their own mirrors and stay focused on the company telescope. Listening, challenging and reinforcing unclear components are helpful tools. Acting early and…

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About Author

Scott Rosen

Want to know why 90% of the NJ, NY, DE and PA companies who work with us for their HR staffing needs (including Merck, Rutgers, PNC Bank, Daimer-Chrysler, Pfizer, SAP America and 150+ others) either re-hire our firm or refer us? We specialize exclusively in the Direct-Hire and Contract Placement of Human Resources Professionals including EVP of HR, VP of HR, Human Resources Manager, Compensation Manager, HR Generalist, Benefits Manager & Training Managers. The Rosen Group is one of very few firms in the NJ, NY, PA, and DE area that focuses on one, single area all day, every day – Recruiting and assessing HR talent! Our low-volume (2-3 positions filled per week, 8-12 per month and 100 per year), highly-consultative “super-niche” approach means that I will send you the right candidates – the first time (and typically within 1 week). For example 98% of our HR contractors complete their assignments, 50% are extended and 30% to 40% receive permanent offers! We’re giving Fortune 500 companies, SMBs and nonprofit organizations access to the best and brightest HR candidates. We have a database of thousands of HR executives with a wide range of experience, expertise and talent at all levels all the way up to the VP HR level. Plus we use social media and employment branding strategies to get your opportunities in front of top candidates. We're committed to the professional growth and development of the HR executives that we place for clients. That’s why I founded the HR Executive Alliance and the Talent Acquisition Leadership Alliance and have created the HR Department of the Year Awards. Maybe this is why the Rosen Group is one of the Inc 500 Fastest Growing Companies (Number 147!) – and why 90% of our clients refers us or rehire us.