How do you generate new HR ideas?

The SMART technique is very useful for once you narrowed down your goal. It will help you to challenge it so it becomes more aligned with your needs. S means specific because if it is generic you may end up not getting results. M is from measurable - and what always help me is to find your number. If your goal have a number/percentage, it can be easier to understand what a result actually looks like for you. A is from achievable which reminds you not loose focus for your HR goals: keep it real. In my experience, it’s better aiming for getting it done instead of looking for perfection. R is for relevant, so keep in mind your goal must creat a meaningful change. T for time-bounded which is crucial for delivering results and reviewing it fast.

Stay updated: Be aware of emerging trends in the HR field. This may include the use of advanced technologies such as artificial intelligence for resume screening, data analysis for HR decision-making, and other innovations that can improve HR processes. Collaboration is essential for generating new ideas. Hold brainstorming sessions with the HR team to discuss challenges and opportunities and generate innovative ideas. Benchmark: find out what other companies are doing in terms of HR practices. Listen carefully to employees to understand their needs and concerns. Promote a culture of innovation. Accept feedback from the HR team and employees regarding proposed ideas. This can help refine and improve ideas before implementing them.

In my experience any strategy should start with humans in mind. In order to clarify the problem and empathise a listening strategy or approach is key. Bringing the macro view and outside in provides for inspiration of innovative solutions = a must!

Apart from the techniques listed here, Generative AI introduces a new dimension to creativity in HR. It can help to uncover new angles that lead to innovative solutions in areas like talent acquisition, employee engagement, and retention strategies, ensuring your HR programs remains on the cutting edge.

Getting together across teams to explore a given challenge and assessing how different actors can contribute to a solution or new product often has given my team the best impulses. Such Collective Thought and Operations Leadership on HR topic sparks a broadening of perspective also beyond that particular moment.

Running pilots is helpful to get feedback on new products. An earlier step can include a stakeholder sounding board where relevant end users of the product are taken on a journey to input into building the pilot version. I am often surprised how interested colleagues from other units are in People &Culture work and how happy they are to contribute once they understand that HR is about building and organisation they want and need!

While it’s inviting to go above and beyond with new trends, ideas and cool products and tools, HR often struggles with getting basic core processes right due to a lack of resources (time, expertise, funding). Those core processes through are how HR earns employees‘ trust and their readiness to engage with other HR products and services. The methods outlined above can (and should) be applied also for reworking and refining those HR processes that often are considered less ?fancy“ like contract or payroll.

Implement and monitor: After testing, refining and running pilots on ideas researched on, it is important to create an implementation plan and execute it. Continuously monitor and assess the outcomes, seeking feedback from employees and stakeholders. Adapt and iterate as needed for successful implementation.