Size 46 Clothing And Human Resources

Many years ago, our organization, The Society For Employee Relations (SFER) was hired to conduct individual and group coaching for some of the best, and most effective Thought leaders in the Clothing Industry within a prominent organization. The executives that we coached were Senior Executives/"Buyers". I remember very vividly, the animated discussion between the innovators who saw a need to respond to the data about their changing industry, and the responses from other executives who supported some cosmetic but ineffective changes which had not worked up to that time. These status quo keepers, felt no disruption was necessary as business was continuing as usual despite the sheer girth of data and evidence. Things were working, and had been the same for so many years was their argument, and modernization would be problematic and difficult, was their conclusion. In response, they used a few buzz words, altered a few job titles, and changed nothing fundamental in the way they conducted business.

Now, so many years later, their organization is in dire financial straits, as could have been deduced from the data they had been provided so many years prior. They have terminated and laid off large numbers of employees, closed branches, and are now trying to implement the changes that were needed at the time they were provided all that data and information. They failed to implement meaningful changes that could have prevented their financial woes. The professionals/senior executives who could have created strategies and altered the core structure of their group to respond to change, were not solutions oriented but comfortable in the status quo They were more concerned about the 'intractable" difficulties they would encounter in changing it. They chose to respond instead, to business forces at their own pace, and not at the pace of change.

It is worth noting that the organization's adherence to their over thirty-year-old practice of selling LIMITED sized women's clothing from size 0-14, one of the issues raised in the data that was shared with them, was one of the problems that caused their financial woes. Despite ample and supported evidence that showed the American woman was getting bigger, and preferred to wear the same style clothing as their smaller sized contemporaries, very little changed for that organization in terms of their clothing sizes or styles. They did not recognize that their loss in market share would come as swiftly as it eventually did. Another issue provided in the data and research at that time, was their lack of a robust internet presence which contributed to their marginalization. Despite the information about online threats, as the years passed, they did not consider large internet savvy companies such as Amazon a threat to them, and discounted smaller clothing stores that carried larger sizes effectively online. Their online presence was limited and ineffective. Now, they are in the process of changing it. I hope it works for them.

In the case of the Clothing Organization, the professionals who were hired to create and execute strategies, did not make any meaningful changes despite the market data, customer needs and the pace of change required of them. Now, in Human Resources (HR), Employee Relations (ER) and Recruitment, it appears that a similar phenomenon might be occurring for these professions. In many organizations, the HR, ER, Recruitment and other related People management divisions have a myriad of data and evidence based studies that show the continuing marginalization of HR. The data also contains issues resulting from the unresolved difficulty in some organizations of accurately measuring HR contribution. HR remains inert, despite the real issues it is capable of dealing with for employee and organizational benefits.

It is important to note, however, that there are a good number of respected HR professionals, who are responding effectively and timely to the shift determined by market, economic and internal forces. Their departments and work continue to make a difference. Kudos. HR departments burdened with soft skills, cannot be responsive to the speed of business needs. Those that are staffed with strong and soft skills, are documented as more responsive to the pace of business. HR initiatives must be subjected to scientific and business review and assessment to ensure and measure their success. Progressive improvement of policies and processes must also be measured and subjected to legal, business and I/O Psychology review, in creation and execution. The buzz words of business partner, employee engagement and diversity etc., have not yielded measurable and meaningful financial and other benefits in most organizations. The reasons for the lack of progress can be determined by a multi-faceted professional review and retooling.

The science that has evolved into modern HR, still operates in many ways like the personnel departments of old. Employees consider them unhelpful policing arm whose visits portend trouble, and employers remain unclear and unconvinced of the financial value they provide for them. My article HERE provides some insight and guidelines into ONE of the steps needed for creating respected and productive HR department. HR is a critical part of organizational and employee progress and success. For HR, ER and Recruiters, it is time to show its sheer force and capability by ensuring that it keeps pace with change and economic demands, through structured, measurable and successful initiatives.

Progress and/or change in any profession is never easy, but necessary, in our technology driven warp speed economy. With the tools in our technology driven age, the growth in training and learning opportunities, and committed People Management professionals, it is obvious that determined HR departments, can continue or learn to keep pace with evolving economic and internal change. They can continue or begin to create measurable financial profit and growth for employers and employees with a clear nexus to HR contribution and execution. One thing remains clear. The status quo needs to be modified to truly integrate HR into the business fiber of recognized organizational success. The question facing most HR professionals at this time should be, "Am I doing things the way they have always been done, and if I am, why?"

My very best wishes to all.

-----Dedicated to my friend and Former Business Associate Trudie J.

**My warmest congratulations to Trudie J. and her team of experts. Your dogged pursuit of excellence, hardwork and commitment, despite the hordes of difficulties and status quo zealots in your path, remain inspirational to us. You inspire us to continue to elevate our own profession too. You did not set out to become a millionaire but you are! You deserve the success you have attained through your hardwork Trudie. I am proud to call you my Client and dear friend. You are a GIANT in your day Trudie. Congratulations my friend.

The Author of this article, Sonia Johnson, is the Executive Director The Society For Employee Relations (SFER). SFER is of one of the 4 (four) Modern dual Business Analytics and Humane People Management Provider Organizations, in the United States of America. The goal of SFER is to continue to create progress and success for organizations and for individuals using modern and tested methods that exceed basic Human Resources and Employee Relations policies and practices. BeyondHR??

Our Executive Director, Sonia Johnson is an established Employment/Labor Law attorney, and works Human Resources, Employee Relations and Dispute Resolution Executive. Her use of Industrial and Organizational Psychology, Law, Business and Analytics continue to create measurable and consistent success for Individual Employees and Businesses. She remains unwavering in her commitment to an improved, financially rewarding and growth oriented workplace for employees and employers.

Sonia is a highly regarded Leadership Coach, Motivational Speaker and Professional and Personal Life Guide. Her work is also focused on employees and their relationship and contribution to work. She has successfully assisted employees achieve successful professional and personal lives. She is the co-founder of the successful --Society For Employee Relations ... (SFER) www.societyforemployeerelations.com.

*Employees and Individuals are invited to join SFER to obtain the maximum success and guidance for their day to day and long term professional lives and careers. *Organizations are also invited to join for creating and executing strategies for creating or sustaining a financially profitable and stable company.

Our Executive Director, Sonia Johnson believes in living a full, happy and meaningful life. Outgoing and friendly, Sonia also writes powerful Poetry and Poetic Prose, and is a published poet. She is also a dedicated runner, cyclist, and enjoys cross-fit training/competing, rowing, weight lifting, and remains a committed endurance athlete. She enjoys rollerblading, reading and writing on professional matters, fun topics, and important issues of relevance to our world. At this time she is authoring a book on Employee Relations to be published by the end of this year.

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