The Test For REAL HR: No. 4: HR leads in shaping a CULTURE of LONG-TERM SUCCESS over SHORT-TERM GAINS.
This 4th and final test is arguably the most difficult and most debatable of all tests. There are several hindrances to HR really designing and shaping the culture of the organization. After all, the founders and owners of the companies “define” the culture of the organization. Their companies are their alter egos.
The President and/or CEO of a company has the tendency to “drive” his own culture into an organization. Think of Yahoo. According to analysts, Yahoo’s failure is not attributable to it not having a vision or a culture. The source of the problem it seems is that it had too many of both. The trouble really is that it had a “confused” culture. Every CEO that stepped in has his or her own personality and vision.
I heard it said that “the first job of a leader is to determine reality.” I’d say the first job of a REAL HR from his first day in a company (to be technical about it, even before his 1st day really) is to determine the culture of the organization. Then he works his way from that first day taking in every piece of information he can to decipher the culture of the organization. It’s like working on a jig-saw puzzle. Only this time you may be partially or totally blind from the picture. Sometimes, all it takes is just a few weeks and a few pieces to unlock the code. Other times it may take months depending on the size of the organization and the complexity of the culture and its people.
The first job of a REAL HR from his first day in a company
is to determine the culture of the organization.
In Leading Change, Kotter mentions that one of the reasons why change initiatives and transformation efforts fail is because of “not anchoring changes in the corporation's culture.” I find that to be true. I’ve seen numerous change initiatives fail because somebody from somewhere naively or recklessly (often, ARROGANTLY) thought that “this” or “that” will be good for the organization without having a clear understanding of the culture of the organization first. And that is why it is critical that a REAL HR does his first job carefully, diligently and definitively.
This is where REAL HR becomes an ASSET to the organization. It’s tough but it’s worth it. (Yes, even if it doesn’t work out in the end!)
If you’re in a company where the culture is “great” – profits are crazy good, company is growing, customers are delighted, employees are happy, respected, assured with fairness, they stay, they are productive, accountable and synergistic, the society is happy to have the company around, the natural environment is flourishing – you’re one lucky son-of-a-b***h! Forgive my language. I didn’t really mean it. What I was really trying to say though is that I ENVY YOU. Big time! If you’re in a company like that, my advice to you, if I may, “You’re in heaven. Retire there!” And if you’re HR and you’re in a company like that, your job has just gotten easier – a gazillion times easier.
But most of us are not as lucky. We come into an organization with a dysfunctional culture and we’re forced to deal with it. And as a REAL HR, let me caution you, you may be the only one who understand the gravity and the urgency of the situation. Most managers and executives will not understand you. Most of them are focused solely on their numbers. If they achieve their targets, they will equate that to success. They couldn’t care less about how they achieved those numbers. EXITUS ACTA PROBAT. THE END JUSTIFIES THE MEANS. They will think you are a prophet of doom. They will believe you are delusional. After all, the company has “survived for so many years.” Maybe, it’s even growing. In that case, it is very likely you will be kicked out of the door for “rocking the boat,” will try to swim against the tide and fail (for a few years), or you will “become one of them” in order to - well, survive (just like everybody else!).
And since most of us are not so lucky to have landed a job in a company with “great” culture, what do we do? How can we shape the culture so that the organization is poised for long-term success?
If you’re serious about being a REAL HR, you better brace for the storm. This is not going to be easy. It is simple but it is tough.
This will be a bit more like cooking really. Albeit here, we will first give you the procedure for cooking before we give you the ingredients(you already know one of those at this point).
Here are the steps to "cook" your organization’s culture:
- Define in vivid terms the kind of culture you would like to create(VISION).
- Determine the truth (REALITY).
- Define the plan to get there and execute on the plans (EXECUTE).
If this feels familiar to you, our next article may reveal to you why.
Till then!
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