HR professionals are faced with a problem that needs solving. What are the most common mistakes they make?

Muchas veces saltar directamente a las conclusiones sin haber evaluado todos los elementos puede generar un impacto negativo en los stakeholders pues podemos perder de vista ciertos elementos, así como actuar basándonos en sesgos. Debemos evitar esto haciendo las preguntas adecuadas mientras escuchamos de manera activa y evaluamos todos los elementos antes de generar un juicio o tomar una decisión.

I am whittling down some common mistakes HR Professional might make: 1. Failure to effectively communicate policies, procedures, and changes within the organization 2. HR professionals may sometimes apply policies inconsistently, leading to perceptions of favoritism or unfair treatment among employees. 3. HR professionals need to stay updated with these changes to ensure compliance and avoid legal issues. 4. Not actively seeking and addressing employee feedback can lead to disengagement and decreased morale among employees. 5. Failing to provide opportunities for employee development and growth. 6. Focusing solely on productivity and performance without considering employee well-being can lead to burnout and decreased job satisfaction.

Two top of mind which I see quite often: 1. Not having sound understanding of organization's business - technically (products / services) & financially (profit model). 2. Not accepting employees as their customers.

Overlooking stakeholder voices is akin to navigating blindfolded. In the intricate HR ecosystem, where buy-in and alignment are paramount, disregarding those impacted by our decisions is a surefire path to resistance and misunderstanding. Embrace a culture of open dialogue, actively soliciting feedback from employees, managers, customers, and all relevant parties throughout the problem-solving journey. Their insights are invaluable, illuminating blind spots and guiding us towards solutions that resonate. Clear and frequent communication is the glue that binds us together, fostering trust and collective ownership of the process. Only by amplifying stakeholder voices can we truly craft enduring solutions that uplift our entire organization.

Intuition is a powerful tool, but relying solely on gut feelings is a surefire path to subjectivity and inconsistency. In the HR realm, where fairness, compliance, and best practices reign supreme, we must be unwavering in our commitment to evidence-based decision-making. Challenge assumptions, interrogate data, and embrace critical thinking as a compass guiding your actions. Only by grounding our solutions in facts, research, and objective criteria can we truly serve the best interests of our organizations and their most valuable assets – their people.

It's very common in HR to talk about perspective, but you will influence if you use data as a staring point to support your conclusions. Be sure to leverage and use people analytics and dive deep where it's needed.

Isolation breeds myopia; collaboration unlocks true potential. In the intricate tapestry of HR, where diverse perspectives are invaluable, working in silos is a grave disservice. Embrace the power of teamwork, seek out thought partners, and actively cultivate a network of professionals, experts, and mentors who can challenge your thinking and enrich your problem-solving capabilities. Diversity of thought is the catalyst for innovation, and by fostering an environment of open collaboration, you not only enhance the quality of your solutions but also pave the way for continuous growth and adaptability in an ever-changing landscape

Avoidance breeds stagnation; problems deserve to be confronted head-on. In the ever-evolving HR landscape, where challenges are inevitable, shrinking from obstacles is a disservice to your professional growth and organizational success. Embrace problems as opportunities to learn, innovate, and strengthen your expertise. Prioritize based on urgency and impact, then tackle issues with unwavering determination. Avoidance may seem tempting, but it's a path paved with missed potential and eroded credibility. Confront challenges boldly, for it is in overcoming adversity that we truly elevate our profession."

While it's important to tailor solutions to specific situations and learn from past mistakes, it's also crucial to strike a balance between customization and efficiency. Sometimes, similar problems may require similar solutions, especially if they stem from common underlying issues. Additionally, overanalyzing past mistakes without taking action can lead to paralysis by analysis. Therefore, HR professionals should strive to find a balance between customization and efficiency, adapting solutions as needed while also leveraging past learnings to streamline problem-solving processes.

A common pitfall I observe in both HR and people managers is the disproportionate focus on those who create the most noise or trouble, often at the expense of consistent high performers. While addressing issues with underperformers or troublemakers is necessary, it's equally important to positively reinforce and support those who excel. We shouldn't take their independence for granted. We should spend more time with those who have a future in the company. Think about it.

La habilidad para resolver conflictos sin "hacer ruido" es fundamental para la gestión de equipos. Para resolver con "mano izquierda " un conflicto es necesario tener la sabiduría que nos da la experiencia, debemos evitar cometer errores que pueden enturbiar el ambiente laboral. Uno de los errores que he cometido en la resolución de conflictos es imponer mi autoridad, en este sentido debemos escuchar de forma activa a todas las partes, para buscar una solución en el presente, pero mirando hacia el futuro para crear relaciones duraderas en el tiempo. Nunca debemos mirar al pasado para reprochar aspectos de conflictos en los que ya se ha "enterrado el hacha de guerra". Nunca negarse a solucionar un problema. Seamos flexibles.