HR leaders are not only in tune with workforce challenges, but they are knowledgeable, creative, and agile at providing solutions that can really effectively impact an organization’s performance.

I am just back from a great GDS HR Summit in Denver and am still reflecting on how HR leaders impact their organizations through Collaborating, Creativity, and Culture, which was, by the way, the theme of the Summit. shutterstock_404611885

HR leaders from a wide variety of large global organizations attended this Summit. And, through personal conversations with these leaders, through leading a roundtable discussion, and through the many workshops, I really got a sense of the challenges experienced by HR and the many different approaches to solving these challenges.

One challenge that was seen as overarching and impacting other challenges is individualization.  With the rapid changes in organizations and the complexity of workforce dynamics, it is no longer sufficient to develop a “one size fits all” program, such as a rewards and recognition program or a career and development program. HR leaders are charged with developing effective programs to drive employee performance at all levels, in all locations.  As an example, mentoring and coaching is one way in which organizations address individualization and impact employee performance.

Another challenge is managing a multi-generational workforce, where many from the younger or millennial generation seek rapid promotions and increased recognition and some from the older generations value stability, experience, and structure. As one can imagine, conflicts arise in this situation. While there is no one solution, providing an engaging culture, being flexible, and educating leadership on these issues can help to resolve some of the difficulties in managing this workforce.

An issue brought up during a personal conversation is leaders who have excellent product/service knowledge, but who really do not understand what it is like to work as an individual contributor for the organization, nor do they understand why it is necessary to support contributors with learning and development programs. The reason was attributed to having leaders placed in high-level positions without having to work up the ladder and experience the problems encountered by employees.  One solution, expressed during a workshop, is to develop a program during onboarding where the new executives are rotated through a variety of situations at the organization, including call centers and sales calls.

Attrition is a challenge experienced by most organizations. And some from my roundtable feel it is society’s own making for the following reasons: benefit portability or “taking off the shackles,” social networking and the ease of finding new positions, and layoffs being considered a normal employee career path experience. One of the solutions offered was to create a strong engaging culture and a strong connection to employees, so that when valued employees leave the organization, they will still be a brand ambassador, refer talent for employment at the organization, and hopefully return to the organization at a later date with new-found skills.  I particularly liked one organization’s value statement: “This is always your home.”

As you can tell by the variety of challenges – and I have not named them all — and the solutions implemented, HR Leaders are not only in tune with workforce challenges, but they are knowledgeable, creative, and agile at providing solutions that can really effectively impact an organization’s performance.  Hats off to HR Leaders.

Daria Friedman, Principal Analyst, Talent Acquisition, Brandon Hall Group

Daria Friedman

Daria Friedman is the Principal Analyst overseeing the talent acquisition practice for Brandon Hall Group. Prior to Brandon Hall, Daria led the research practice for Bernard Hodes Group, a recruitment solutions agency, and Findly, a talent acquisition software service provider. Daria’s focus is on conducting talent acquisition research on topics such as candidate experience, employer value proposition validation, onboarding, candidate experience, retention, internal communications, career site messaging, talent pool assessments/supply and demand, employee engagement, campus/graduate recruitment, brand perceptions/positioning, best practices, diversity, market/competitive dynamics, talent acquisition metrics, source-of-hire/job search dynamics, employer preferences, employee benefits, technology purchase preferences, and more. She has produced many thought-leading and award-winning research studies at Hodes, including: Healthcare Talent Metrics, The Growing Value of Employer Brands, RNs at Risk, The Collegiate Career Mindset, The Employment Conversation - How Employers and Talent Meet on the Social Web, and Playing for Keeps/Recruiting for Retention. Daria developed Industry Matters, a monthly newsletter that provides insight on the talent landscape from both an economic and talent acquisition trend perspective. She has conducted research globally across many industries, such as Healthcare, Technology, Insurance, Finance, Hospitality, Telecommunications, Defense, Law Enforcement, and Retail. Daria is skilled in quantitative, qualitative and secondary research methodologies. Daria has an MBA in Marketing from Fairleigh Dickinson University and a BA in French from Montclair State University.