How do you make HR processes work better?

It’s important to remember that HR is about people and the employee experience. Start by asking for feedback on current processes and what employees value and need when innovating. Yes, leverage technology to simplify, engage, and automate but with the goal of augmenting human touch; not eliminating it. Efficiently, effectively delivering world class HR processes at scale relies on striking the right balance between touch and technology, and leading with human touch at the right times for the right things.

The most important thing is to understand the objective of each of the different HR processes. Basically we need to understand the process in detail, the stakeholders involved and whether we are able to deliver or achieve the objective/outcome and provide a delightful experience to our stakeholders and end customers(employees) What things are working well, what things are not working well, what are the improvement areas in the process? Once identified these areas then need to be worked upon, the process needs to be re-engineered/redesigned and then we can implement the revised process and monitor the results to see if we have improved the overall experience and been able to achieve the objective.

1.Avoid micro management 2.Automate tasks with Technology 3. Create policy suitable for employee requirements not for name sake. 4.Value employee feedback 5.Regular employee upskilling programs 6.Implement HR best practices which suitable for the organization

With my limited experience , HR processes (almost all of them ) which creates experience for people are actually run / executed by people managers (ex : Employee confirmation process and discussion , year end performance conversation and updating the document, nominating team member for any R&R ) Hence to have better HR processes it's important for HR to engage with people managers actively and build their capability in people engagement which will lead to better HR process implementation and creating better people experience. However to assess if a process is working well, HR could conduct Focus Group Discussions (FGD) / town hall , surveys from time to time to get feedback from people on areas to improve.

From my experience talking with HR Managers and individuals who are reaching out to hourly / frontline workers, one of the biggest improvement opportunities is to reach out to Mobile First candidates by using Text Messaging. In my calls, I've heard that if you try to reach 100 qualified hourly applicants, via phone or email, the typical response rate is 20 or less candidates responding. We've found that if you Text the Qualified Applicant, with a couple of hours of them applying, we've seen as much as 82% response rates, in less than 24 hours. This is especially important in high-volume rolls, where is speed to respond, speed to pre-screen, speed to offer.

Any improvement the existing process(es) needs acceptance which is met initially with resistance/reluctance when communication & transparency is lacking. It is important to ensure that the improvements are made keeping in mind that it is line with the desired outcome, consistently communicated about to the team & ensure that they play a part in implementing the change.

One way of identifying opportunities of improvement is to ask for feedback from the people who use your HR services! -Recruitment feedback can be harvested from candidates, new hires and internal hiring stakeholders -Internal HR process feedback can be gained by asking employees who interact with HR how they found the process and what needs to be improved (sort of like after you get Customer Service help and you are asked to rate the service) -Internal HR process feedback can also be asked from the management groups HR deals with on a daily basis. If HR is making department heads upset, disappointed or happy find out why and fix what needs to be fixed or repeated.

Begin with the end in mind. What are you trying to achieve? Efficiency, compliance, retention, and/or experience? Always keep the vision, mission and values as your north star. Too many organizations are focused on efficiency and efficiency alone - which is eroding the culture (and stated values) along the way. What can take years to build can be eroded in a fraction of the time. Be humane along the way and always remember the golden rule. There are alot of technologies out there for support. Just because you are a small or mid-sized organization, don't make the mistake of thinking it's out of your league from a cost perspective. There are many variations. And don't forget that continuous improvement is an evolution.

Identify the best candidate and create a good environment so that employees can reach HR easily and share their issues easily.

This ADKAR model sounds like an effective tool to guide change through your organisation. As HR manager I used it in my last job, with promising results. From a bird's-eye view: I started with writing a masterplan, the first 4 weeks, describing the current situation (high absenteeism, low employee involvement) and the, what I perceived as the desired future situation; with this I made the CEO aware (A) of what was going on and at the same time I was aligning with his desire (D1). In the implementation phase all employees (50) were interviewed, inventorizing their desires (D2), knowledge (K) and ability (A) and willingness to change. Important remark: both management and employees showed increasing levels of involvement during process.

It is important to include communication when implementing change within HR processes. Notify stakeholders and the organization's community, particularly for processes that have a wide impact. Prepare them for the change, and follow up to gain feedback.

When you plan to implement a process, remember to "KEEP IT SIMPLE". Our processes should enable employees and the managers in being more productive and not confuse them with long paragraphs, detailed process charts, etc. While the reasoning behind a process or the required steps are vital, they should not become barriers in enabling the employees to perform at their their jobs. Let's try to have least no. of steps, reduce layers in the process and don't create processes/steps for the sake of creating those. When we have processes aligned to the objective (which should be enablement and productivity), we should be good!

From what I have seen, often the HR leaders end up looking at Functional Heads as stakeholders. I would rather expand that to employees across hierarchy and roles (identify groups), clients and possibly vendors as well. Small process changes have ripple effects to how work and business is conducted.

This is how I have done this : Collect Data: Systematically gather data from exit interviews, surveys, and other offboarding interactions. Analyze Trends: Look for patterns related to work environment, management practices, or other factors influencing departures. Develop Action Plans: Based on the analysis, create actionable plans to address the identified issues. This could involve management training, policy changes, or environmental adjustments. Implement Changes: Execute the action plans and closely monitor their effectiveness over time. Loop Back: Revisit the feedback periodically to assess if the implemented changes have led to improvements. Adjust the action plans accordingly.

Make sure that you measure outcomes (the clear impact and value you deliver), and not output. For example, there is a difference if leaders have gone through 10 trainings about delegation (output) compared to a behavior change you can see with leaders delegation skills (outcome/impact). Both elements can be measured, and you might decide to look at the output part as a kind of progress measure to reach the final outcome measure, you would like to achieve. A very good way of looking at this is the OKR (objective-key results) framework, which helps to define clear objectives (value you want to bring), and let’s you define key results that help you understand, which results you need to reach, in order to contribute to your overall value.

People in the company on all levels gained energy from this ADIKA exercise (I added Involvement as an extra step). So time to reinforce (R)! I made a planboard which showed all scheduled monthly meetings (agenda: discuss 1: company goals; 2 personal goals and hurdles) with all employees and management for the year to come. It does require some discipline from you als HR manager and a strong conviction that in the end everyone will align with this way of communicating. But it worked out well! In the first 3 months a no-show percentage of 40%, going back to 20% in next 3 months, in the end after 9 months, only 5 people were still turning their back on this. With them I had separate meetings, offering them to align or to leave.

My approach has been this : Set Metrics and KPIs: Clearly define Key Performance Indicators (KPIs) and metrics that align with your HR goals. Collect Data: Use HR management systems to collect data consistently. This could involve employee surveys, performance metrics, and qualitative feedback. Analyze and Compare: Regularly analyze the collected data and compare it against your initial benchmarks and industry standards. Identify Trends and Deviations: This step is crucial for understanding the effectiveness of the changes. Adjust and Iterate: Based on the analysis, make necessary adjustments to your HR processes.

Lo que no se puede medir, no se puede mejorar. Utilizar datos y métricas para tomar decisiones basadas en información. Esto incluye analizar tiempos de contratación, rotación de empleados y nivel de satisfacción laboral, resultados en la encuesta de clima laboral, etc.

Define key metrics to measure the efficiency and effectiveness of processes. Use HR analytics to identify bottlenecks, cost areas, and opportunities for optimization.

Embracing the journey of refining HR processes, I've come to realize that seeking external guidance and staying attuned to industry trends are the cornerstones of success. Consultants, mentors, and frameworks like SHRM BoCK are invaluable assets on this path of continual improvement.

I really enjoy HR webcasts/conferences to stay up to date on the latest trends and developments. I think it is crucial to know the products available and how your peers are utilizing/enjoying them. I recently attended the BambooHR HR Virtual Summit and it had so many great resources, I would highly recommend!

Joining different HR communities/groups and learning from a plethora of HR game changers has helped me on my HR journey so far. Absolutely no one can live or work in solitude. So, asking for guidance and support broadens your horizon. You also get to learn from mistakes made and how to navigate through in the HR field. No one should walk the HR journey all alone.

Enhancing HR processes requires careful navigation, and seeking external support is often crucial. Consultancies, coaches, mentors, peers, and industry associations serve as valuable resources in this journey. Additionally, adopting established frameworks like the SHRM Body of Competency and Knowledge (SHRM BoCK) provides a structured approach to augment HR knowledge and skills. Staying abreast of the latest trends in the HR domain is equally vital, ensuring that professionals remain informed about cutting-edge practices. Embracing innovation and being open to change are pivotal, fostering a dynamic environment that aligns HR practices with evolving industry standards.

seeking external support and guidance can be invaluable when aiming to improve HR processes. It's a complex task that may require insights and expertise from consultants, coaches, mentors, or peers. Industry associations can also provide valuable resources. Embracing best practices, standards, and frameworks like the SHRM Body of Competency and Knowledge (SHRM BoCK) can enhance HR knowledge and skills. Staying updated on HR trends and being open to innovation and change are essential for continual improvement in this field.

Your HR team will be key in your journey to success. 1. Look for people who bring the right mindset and attitude. HR is not a simple service or support function anymore. It’s a function that influences and works with business strategies. So, a business focused mindset and understanding is key. 2. Set up a team that has the right skills for the processes and services you need to deliver. Also upskill internally. 3. Make sure your team members that work close with the business have consultative skills - asking the right questions, challenging people decisions and finding solutions for the way forward is key, if HR wants to have impact. 4. Make sure you trust your people 100% to deliver on the HR agenda. They should be 100% empowered.

The HR team is not the most valuable asset in making processes work. They are important but the most valuable asset is all those people within the organisation. They provide the meaningful insights of what is valuable and what is not.

Let's take a step back and verify: what is "HR process"? In my view, this is a guideline helping leaders maximize potential of organization (individual and collective). In order to make HR policy work better, I am sure, it is crucial to put this main goal in the core: - focus on leaders' understanding of it's purpose - make easy to understand to leaders and employees - reflect the core leadership principles - make easy to implement and maintain - assure it is executed, not staying on paper

Lead by example. Be a great leader that your team can trust, rely on and know you are always there to support them. HR is a very difficult job - you have to create an open space where people can share their positive experiences and also those which don’t go so well. Create a team which learns together. Value everyone’s strengths and build on these. Everyone is individual and everyone has a fantastic contribution to make. As a leader it’s your job to unlock these and give people the space to grow.

Engaging and empowering your HR team can lead to increased productivity, morale, and retention Here are few pointers 1) Provide Growth opportunities 2) Clear Communication 3) Rewards & Recognitions 4)Work Life balance 5) Empower Decision making 6) Lead By Example 7) Celebrate Success By implementing these strategies, you can engage and empower your HR team, leading to a more effective and motivated workforce.

One way to make HR processes better is by adopting a technology-based approach that leverages automation, self-service, and analytics. For instance, by automating tedious HR tasks such as employee onboarding, benefits enrollment, and leave requests, organizations can save time, reduce errors, and provide a seamless experience to employees. Another approach to improving HR processes is by enhancing communication and feedback channels between employees and HR teams. Regular check-ins, performance reviews, and pulse surveys provide a platform for employees to share their concerns, feedback, and suggestions with HR teams. This helps to improve employee satisfaction, reduce turnover, and enhance overall productivity.

Improving HR processes involves streamlining procedures, and enhancing communication. Here's an example: Let's consider the onboarding process. To make it work better, you could digitize paperwork and provide new employees access to necessary documents and resources online before their start date. Implementing an automated system for forms and training modules can reduce paperwork and ensure a smoother transition for new hires. Additionally, schedule a comprehensive orientation session with HR team to address any questions and align expectations. This combination of technology, communication, and personal interaction can significantly enhance the onboarding experience, leading to increased employee satisfaction and productivity.

Involve stakeholders for effective implementation on ground. Design to address business priorities. Use business language then jargons. Keep it simple and concise.

HR processes will work better if they would be employee oriented. The processes should be made for HR by HR and with the help of Human Resources. Human Resources are the main asset of any company. So, the company should have feedback from employees and develop the HR processes as per the feedback which should be employee oriented.

Processes align activities with their objectives.Each element in the HR value chain has its distinct objective that aligns with the overall value proposition of the HR function. The following are critical- 1. Objectives- Are these well-designed and well-defined and whether these are supported by metrics? 2. Alignment- To what extent there is an alignment among the activities? For example, are the observations of PMS communicated to the Recruitment team so that they can refine their search.Also, is there a visible alignment between workforce planning and Competency Mapping to prepare for the future. 3. Value proposition- While administrative process such as salary administration will be focused on minimum error