Articles
9 February 2012

All Things People

HR Professionals Keep Companies Working

by Melanie Johnson

09 February 2012—

 When pulling back the curtain on the role of Human Resources (HR) within an organization, let’s give credit where credit is due. The HR landscape has evolved—what was once considered the administrative function of a company has shifted to a more strategic role in business operations. Beyond hiring and firing, HR professionals develop programs, improve organizational communication and are essentially a strategic partner in an organization’s success. 

More than Paper Pushers

Human Resource departments are infamous for processing forms and documents. From applications to performance evaluations, this is what HR is known for. But companies throughout the world now see HR in a new light and are realizing the value the department can bring to the table. Executives are realizing that a partnership with HR is equally beneficial for the employee and the organization. An HR department can impact the bottom line. 

Simply put, an HR department manages the most profitable resource an organization has—its people. It goes further, however, than just the value of individuals, but the management of people to help them be successful. In an era of outsourcing and the information superhighway, it’s hard to bring people back into focus, but an organization that doesn’t see the value of its employees won’t survive in today’s market, despite technology or other modern-day mediums. 

Jeff Herring, executive director of the State of Utah Department of Human Resource Management, says, “HR is just the proper allocation of the investment we put into our human capital, to maximize the efforts and the outputs the organization is trying to achieve.” Herring is responsible for providing the state’s agency leaders the tools and expertise to navigate their roles, through resources and training. 

 

Proving Valuable 

Moving beyond the stigma that the HR department has just one specific function (processing paperwork) requires demonstrating reciprocal value for the company and the employee, says Lori Hunt, vice president of people at SkyWest Airlines. 

“Being able to see multiple sides and the way HR benefits employees is key. Showing employees how the department works for the employee is the approach for SkyWest Airlines,” says Hunt about SkyWest Airlines’ integrated approach to HR. “Not only is HR an additional resource within the chain of command, but there’s a group that plays a tremendous role in pursuing company goals both to benefit the company and the employee.”

Visibility is crucial, adds Hunt. “It’s important that people don’t just see HR when something goes wrong, but on a regular basis.” SkyWest Airlines HR staff stays visible during numerous employee gatherings, such as monthly meetings. This allows employees to see that HR can help them develop in the workplace. “We make it a point to be very visible, not just in a difficult situation, but in every situation,” she says. 

SkyWest Airlines created the people department to include several areas that in most organizations would be housed under separate departments. Along with typical recruitment, hiring and employee relations functions, the people department also includes legal, internal marketing, corporate communications, leadership development and multimedia development, among other functions.  

“Our purpose wasn’t to necessarily change the face of HR, but help everyone understand what a tremendous resource it is and how it can be utilized by every employee, and not just an employee in crisis or in a difficult situation,” says Hunt. “We strive to educate and develop our employees as well. In this way, they are learning how HR helps them,” says Hunt.

 

In the Eye of the Beholder

“Value is defined not by the person giving the service or product, but by the recipient of those services,” says Herring, who leads 180 HR professionals. Herring relies on his clients to help determine the specific workplace needs so that he and his team can determine the proper solution. At times, they act in a consultant role when a business partner can’t pin down exactly what is needed. HR can assess the situation, ask questions and do research to help them be successful and fulfill objectives. At times, it might not be a clear-cut solution, so various routes and options should be considered.

Especially during an economic downturn, Herring says he employs a holistic approach. Whether budget, furlough or a vast array of other issues, Herring strives to provide several tools for leaders, arming them with multiple ways to manage a situation.

“During the economic times that we’re in, there’s an endless amount of workforce issues organizations are dealing with,” he says. “Our goal is to say, ‘here are all the tools we’ve got in a toolbox, which one works for your situation and how do we help you accomplish the task at hand?’” 

Herring says through training and development, he can oftentimes salvage an employee whose job might be ending, and help place them somewhere else.  

 

The Strategic Partnership

Herring says the words “strategic partnership” have become almost synonymous with “human resources.”

“You’ve really got to speak the language the executives speak,” Herring says. “What’s the impact to the budget and bottom line? What’s the impact to customer service and quality? Those type of issues are where we need to be focused in HR, rather than processing the paperwork. We’ve really got to understand the organization’s mission and how we can use the human capital to achieve that mission. When HR can quantify their impact by producing metrics to prove their worth, then executive leadership will sit up and take note. Everything we do should be done with that strategic focus in mind.” 

 

Getting Better all the Time

Computers and machinery can perform many of today’s HR tasks, but motivating employees and helping them feel valued can’t be done through a computer, says Monica Whalen, president and CEO, Utah Employers Council, a private, non-profit, HR consulting group that serves more than 500 companies throughout Utah.

  “Whether in a small company or a large organization, having someone fill the HR role is essential in moving a company from good to great,” she says, explaining that the Employers Council provides HR professionals with training, advice and support to better manage and utilize human capital.

Recently the organization has focused on helping other organizations handle layoffs. “There’s a lot of planning that goes into designing and executing the layoff,” says Whalen. “After the deed is done, many leaders go back to their office and wipe their forehead. But now the real work begins and that is to motivate and engage the employees who remain. Those who remain are obviously key contributors and star players, and organizations can’t afford to lose them.”

Sometimes, according to Whalen, upper-management becomes so focused on just keeping afloat; they forget to explain where the organization is going and how the team will get there. She recommends involving the workers in the process, instead of someone who is removed from the reality of the workers’ day-to-day tasks. “Include those workers in the thought process and designing the solution, so that there’s ultimate buy-in to the solution,” councils Whalen.

She says the most important service her organization provides, however, is a hotline consultation service where members can call for neutral, third-party advice on issues or problems they’re facing. Sometimes the consultants only serve as a sounding board, but they also give advice and recommend different ways of handling difficult situations. 

 

Taking Care of Your Own

“If you take care of the people who work for you, they’ll take care of the customers,” says Nina Brollier, HR director, Workers Compensation Fund of Utah (WCF). “The message we strive to get across to our employees is this: if you need a resource to help you do your job, we’re here. Our employees work hard every day to ensure proper care of Utah’s injured workers and we look for the opportunity to recognize them and show how much we appreciate the hard work they do.” 

Along with verbal recognition and praise, Brollier and her team give turkeys and host pizza parties, among other things, to recognize the individual value each employee brings to the company. “WCF employs 350 employees who provide underwriting, safety, claims and legal services to more than 21,000 Utah employers and there’s no way the injured worker in Utah would survive without them,” Brollier says. 

 

A Work in Progress

HR has made great strides in recent years to prove its value. However, educating, informing and demonstrating to company members the crucial role HR plays in the success of the organization is a continual process. It requires a deep strategic commitment from executives, and the HR staff, for HR to continue to flourish and thrive. Finally, says Whalen, now more than ever, business success comes from the heart of the organization, which is HR.  


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