Chief Strategy Officer, SEI.
There’s no denying that running a successful business involves some degree of complexity. From production and marketing to customer service and HR, each aspect of operations has its unique set of tasks and tools to manage. At a minimum, you must juggle numerous processes, employ a range of tools and keep up with multiple workflows to maintain a dynamic, competitive environment. Though well-managed complexity can drive innovation and enable companies to handle diverse challenges, unmanaged complexity has adverse effects.
Complexity without effective methodology behind it often creeps in subtly, manifesting when a business starts doing things “just because.” Actions and procedures are performed out of habit and tradition, justified by the infamous “That’s how we’ve always done it.” It may materialize as a reluctance to let go of outdated software or enforcing lengthy approval chains that serve little purpose other than preserving the status quo. This can result in redundancies that consume valuable resources, unnecessary steps that slow operations and inefficient practices that stifle innovation and productivity.
HR professionals are often guilty of this mismanaged complexity, but does it have to be this way? Can HR leaders do away with these counterproductive complexities and embrace a more straightforward approach that empowers both HR teams and the entire organization?
The Allure Of The HR Buffet
In many organizations, HR tasks are treated much like a buffet line: a sprawling, all-you-can-eat array of processes, tools and systems. It’s tempting to sample a bit of everything with the hope of finding something that adds value or solves a problem. But the result is often an assortment of solutions that don’t quite hit the mark. Nothing stands out, so nothing truly sticks.
It’s easy to fall into the trap of equating complexity with importance. The more intricate a role seems, the more value we might assume it brings to the organization. But that can often complicate messages and make processes unwieldy. A reliance on outdated procedures, inefficient systems or complex communication channels can undermine a person’s effectiveness and contribution to an organization. In an era where agility and adaptability are essential, the need for change has never been more apparent.
With businesses around the world facing unprecedented challenges and rapidly evolving workforce dynamics, the traditional, complex HR model is no longer sustainable. So consider a contrast to the buffet line: a restaurant with a small, carefully curated menu. Rather than overwhelming patrons with too many options, this kind of establishment focuses on doing a few things exceptionally well. The quality shines through, and customers are not only satisfied but are driven to recommend it to their colleagues.
The latter scenario should be a guiding principle for HR leaders. By focusing on the end user, companies can transition from a buffet of mediocre offerings to a selective menu that everyone wants a piece of. It involves trimming down processes, removing unnecessary tasks and placing the user—the employees and admins—at the heart of decision-making. Simplifying HR doesn’t mean reducing its importance. Think of it as honing offerings to deliver more effective, appreciated services.
How To Move Beyond Box-Checking
While some individuals (including those within HR itself) might perceive HR’s primary role as checking boxes and ensuring compliance, the potential of these teams is far greater. With the following strategies, companies can move away from obsolete models.
Reevaluate Processes
The journey of eliminating complexity starts with a comprehensive review of current procedures. The goal should be to challenge the status quo, rethink long-standing practices and leverage technology to optimize processes. Refining processes allows HR professionals to focus more on strategic functions, such as employee engagement, talent management, workforce planning and culture development. This will show that HR is more than just a cost center; it’s a valuable asset that can drive organizations forward.
Accept The Difficulties
The transformation from a buffet of piecemeal offerings to streamlined, strategic services won’t happen overnight. It requires significant changes not just in procedure but also in mindsets. While companies might encounter resistance, with persistence, patience and a relentless focus on objectives, HR leaders can win over the skeptics and effect meaningful change.
Don’t Stop Evolving
It’s vital to remember that even after change has been implemented, the job isn’t done. To maintain the positive benefits of slimming down processes and aligning intentions, HR leaders must continually evaluate whether the current systems still serve the company’s best interests. A cycle of implementation, evaluation, adjustment and re-evaluation keeps processes dynamic and effective today, tomorrow and for the foreseeable future.
When we do away with the notion that “more is better,” we can focus on delivering high-quality, impactful services that truly meet the needs of our employees and organizations. Just as a restaurant with a well-curated menu stands out among countless buffets, an HR department that has simplified, refined and strategically aligned services will gain the recognition and respect it deserves.
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