The case for Be-Do-Have of HR

Since publishing my new book The HR Catalyst: A guide to the new practice of leading HR a few weeks back, I’ve been doing the rounds talking about the concept behind the book. A lot of these conversations have centred around why I haven’t focused on technical skill as being the future of HR?  

You see, the concept of the HR Catalyst is, at its core, about HOW people and culture professionals go about their daily practice of HR – more so than the technical WHAT they do. They spark change in others through how they are being with people. Yes, this sounds fluffy but it’s ultimately about connecting with people on their level to influence them towards greater performance – for themselves, their teams, and their organisation.  

HR Catalysts aren’t new per se, but the value of taking a deeper look inside their practice is something that has not been fully recognised.  

Now, more than ever before, HR requires a shift in behaviour. It’s time to level-up our practice and go about the doing of HR in a way that finally delivers on the potential our profession has been waiting to unlock. Yes, HR Catalysts have been working in organisations for some time now, we just haven’t identified them and given them the credence they deserve. Now, more than ever, the work tendencies and behaviours of catalysts is required to change the game of HR; to demonstrate the full potential of the HR profession and build our reputation as the owners of the people agenda.  

The future of organisational success is riding on a new way of being HR. I believe its time Catalyst HR practice became the new normal in the profession – the way all HR professionals practice.  

So how do we make this change? HR Catalysts practice their profession through five key competencies. While these competencies may apply to other professions too, these are the ways of practicing our profession that separate highly-effective HR professionals from those that are simply highly-skilled. 

The point of difference for an HR Catalyst is application – the implementation, the actions undertaken, the actioned learnings, the behaviours applied to working in the field of Human Resources. These then are turned into ways of being – personifying the characteristics of a Catalyst HR practitioner. Yet, doing does not create being; in fact the opposite applies.   

The Be – Do – Have coaching model, as popularised by Louise Hay, Anthony Robbins and Stephen Covey has been widely used across coaching circles the world over for decades, whereby who you are being informs what you are do, which in turn informs what you have. This applies to the HR practitioner and their work as they seek to influence internal customers across the business (as represented below)

The have in this case is greater credibility - an HR brand and reputation as someone others seek out for advice, support and direction. This is the leadership role of HR in our organisations. This is what we should be striving for and achieving by being different to how we have been in the past, different to what others across the business expect, different to the traditionally negative reputation HR has been battling for decades.  

As always, I’m keen to hear your thoughts.  

Cheers,

Callum