Harnessing the Luck of the Irish: 3 Strategies for HR Excellence

In North America, spring is ushering itself in, and with it comes the tradition of St. Patrick's Day (annually on March 17th). Whether or not one has ancestral roots in the Emerald Isle, for a week, many Americans feel a wee bit Irish. Leprechauns, green beer, and pots of gold abound.

When I think of St. Patrick’s Day, my thoughts naturally drift to luck – the famed luck of the Irish, as they say. Reflecting on my practice, I've observed many organizations seemingly guiding their people and HR practices relying on luck and not as much deliberate effort to create a rainbow with a pot of gold excellence at the end. ????

Here are my insights to help steer away from that perilous path:

1. The Luck of Employee Engagement

Engaged employees aren't the result of sheer luck. It requires deliberate strategies and tactics to foster employee engagement within an organization. I have two quick tips.

??Make it a point to connect with employees daily. Spare five minutes per employee each day to exchange greetings. Also, move beyond your direct reports.

Bonus points for adding a touch of servant leadership: "How can I support you today?" "What's happening with you?" "Share something you're proud of today." Engagement blooms when leaders invest in the softer aspects of leadership, beyond the hard metrics.

??Engagement extends beyond merely dispatching an engagement survey. My experience post-pandemic suggests that surveys often end up highlighting dissatisfactions, ironically dampening engagement.

If a survey is employed as a means to listen to employee voices, then actionable steps must follow. Action doesn't mean hosting a town hall to broadcast the results—that's mere communication. For instance, if low wages are a concern, consider offering an increase, or transparently explain the constraints preventing it. (And if that notion is daunting, it's worth delving deeper into the survey's true purpose.)

2. Changing the Paradigm: "Employees are Lucky to Work Here."

This mindset inherently takes employees for granted. With unemployment at 3.9% (as of February 2024), companies should count themselves fortunate to have anyone willing to seek their pot of gold with them ??, especially if they continue on your adventure for more than two years.

Such a culture of ingratitude might manifest in subtle ways, like rigid scheduling with no wiggle room for brief pauses. This approach might have sufficed in the industrial age, but in today's service economy, it's unlikely operations will crumble over 15 minutes of flexibility. Relax. Afford employees as much autonomy over their day-to-day as possible. This demonstrates respect.

Be grateful for every employee who is with you. They are influencing the bottom line and allowing you to work on growth and increased business results.

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3. High Performing Employees: A Stroke of Luck?

To believe a new hire will either "get it" or not is to say performance is predestined, not developed. This simply isn't true. Companies wield significant influence over their employees' performance levels.

Fostering high performers starts with ensuring engagement and appreciation. Next, equip them with the necessary tools, training, and support to excel. Lastly, keep a keen eye on their performance for coaching opportunities. Focus on clear metrics and persist with coaching.

Often, management views employees through the lens of personality and temperament. While enjoying work is important, it doesn't automatically equate to high performance. Objective data can elevate all employees to a higher standard (If you need assistance with this, I'm brimming with ideas).

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These insights are merely the tip of the shamrock. ??

They might not resonate with everyone, but they pose a critical question: How do you know if your HR practices are yielding the best outcomes?

Ultimately, it boils down to whether you're relying on luck. Are you feeling lucky?

Sláinte ??