Best Resolutions for HR in 2010

No matter what the year, not matter what the economy, this is traditionally the time for introspection; looking back and looking forward to the months ahead of us. And this past year is certainly one to put behind us as quickly as possible.

Every year I enjoy putting together this list of Best Resolutions for HR, primarily because each list is an advance peak at the tone and concerns of the year ahead of us. And, because HR is the custodian of the experience of most people who work around the world, what you have to look forward to is an accurate reflection of what working people everywhere have to look forward to.

So I wasn’t surprised that this year’s round of Best Resolutions have taken on a distinctly philosophical point of view.

Resolution 1: I will learn like I’m going to live forever, but live like I’m going to die tomorrow. Says Mary Cheddie, senior vice president of HR for Interval International: “In the macro-economic environment we’re all experiencing, it’s critical that we in HR understand what’s in every nook and every cranny of our business. As HR professionals, we must continue to learn. We have to get out into the organization and with other business leaders and professions.”

For the many HR professionals who have lost their jobs this year, Mary has this advice around the second half of her resolution: “It’s time to stop and consider what’s important to you personally. What do you love to do? What do you want to do? What do you need to do? I’ve known many people who, when they find they’re out of work, use this as an opportunity to change the direction of their lives and do something they love to do. If you’ve lost your job, find your passion. And go for it. Love what you do every day. That’s the secret of life.”

Resolution 2: I will not let a job description define who I am and all that I have to give to the world. Tiane Mitchell Gordon, AOL’s senior vice president of diversity and inclusion, says, “We often only think of ourselves in a singular dimension. And then we judge our successes and failures by that one dimension. We shouldn’t define ourselves by one little thing.”

This singular point of focus is unhealthy in the best of times. But in this era when people are losing their jobs without notice, it can be particularly devastating. Says Tiane: “Because so many people are tied up with their paying job, that’s how they think of themselves, without considering their greater worth beyond their job roles. But that’s not their only identity that they should be focused on.

“It’s very hard for me to separate who I am at a personal level from who I am at a professional level. The two intertwine for me. And in our roles in HR especially, it’s so important that we bring all aspects of who we are to the work we do. Then, not only do we have more to give the people we work with, but we have more to give the world outside of our jobs.”

Resolution 3: I will redouble my efforts around employee engagement. For some employers (but certainly not you, right?), the notion of employee engagement might sound quaint and dated, especially given the current climate of layoffs and unemployment. The last time I heard, "they should just be glad they have a job" was back in the late 70s. And even though several recessions have come and gone between since, never has the employment climate been this brutal as it is right now. So, where does that leave the discipline and practice of employee engagement -- all those wonderful efforts to make sure the corporate culture sustains an environment in which your people can invest their best efforts?

According to Craig Ramsay, former Director of Workforce Research for the famously engaged company, Intuit, and now Vice President Business Development and Managing Director, SF Bay Area, Sirota Survey Intelligence, "It's more important than ever to demonstrate to employees that they're valued assets of the company. Employees have to feel and experience engagement on a daily basis," regardless of what the economy is doing. And, if the economy is perhaps on the upswing, this is definitely an essential time to recommit to the principles around building an engaged culture in which your people know that their talents and efforts are still important to you and your enterprise. This is the time to regain the confidence and trust your people have for your business so they will invest their best in your objectives.

"It's HR's job to make engagement a reality for employees during their daily lives. Work with your leaders to define and commit to what that experience should be and then help them change their behaviors to shape that experience. This isn't about installing elaborate new programs. It's about ensuring that your people -- all the survivors of these last few years -- feel valued. Help them reconnect with the goals and interests of your company."

Resolution 4: I will resolve to do what’s necessary to keep high performers engaged and passionate about the organization. Says Lynne Zappone, senior vice president, Americas HR and Global Learning for the Intercontinental Hotels Group, “We have a big commitment and focus on high-potential talent. We have to constantly be looking or opportunities to help them grow and develop….We have an employment brand that says we make a commitment to give our people room to grow. And we want to stand by that and deliver on it."


Resolution 5: I will tell the truth as an act of respect for my people. Says Kristin Kelley, HR Leader, Owens Corning, “Having respect for people goes hand-in-hand with having the heart to tell them the truth. So often we don’t want to give people feedback because it makes them uncomfortable or we don’t want to hurt their feelings. But you’re not respecting someone by not confronting what needs to be confronted inside the organization. Sometimes telling someone the truth is the nicest thing you can do for that person.

“Having the right people in the right roles has never been more critical, especially if we’re ramping up this year. It’s not acceptable to settle for any talent that’s not performing at the level you need them to perform at. Helping people be really clear around what their job is and setting really meaningful goals is truly the biggest impace that HR can help an organization make.”

Resolution 6: I will seek to inspire others to strive for greatness. Says Arte Nathan, president, Strategic Development Worldwide, “HR has always been more inspirational than technical. It’s the inspirational stuff that helps organizations be great. The world in which we live is full of things to do and rarely leaves time to dream. So someone has to remind others to take that time. This includes helping others remember that the best days are ahead of us.

“Part of inspiration is believing in tomorrow. Organizations need to be filled with people who are not only good at what they do but who also believe that they will always be better. In HR we have to dream. We have to help others to dream.”


My dream for you is that you have a wonderful 2010.

Best Resolutions for HR in 2009

When I wrote last year’s Best Resolutions article, it was very clear that the HR leaders in the country could see big trouble coming right around the corner. And now that it’s here, the question has become: How does HR handle the people side of business now in such a way that we will emerge from this unprecedented time powerful, proud of how we’ve managed these tough times and with our corporate cultures intact? Employee engagement is difficult enough when times are good. But now that times are bad by every possible measure, this is where we discover the essential ways that HR can continue its leadership role to drive the company toward a future outcome that everyone can be proud of.

With that in mind, here is what HR leaders are recommending to be some of the Best Resolutions for HR in 2009:

Resolution #1: I will tell the truth. David Russo, former Senior Vice President of HR of the famously engaging SAS Institute, and now CEO of Eno River Associates, follows up that resolution with this mandate: “HR will not participate in sugar-coating problems. HR will not allow the organizations to either broadbrush or whitewash situations. HR will face up to management and hold their feet to the fire.

"HR will handle things such as re-engineering, downsizing, right-sizing, diversification, and divestiture with honesty, logical business purpose and compassion. HR will not become a partner to bloodletting. HR will tell the truth: ‘This is what we’re going to do, and this is why we have to do it. This is survival mode and this how we’re going to survive.’ HR will make sure that by telling the truth that the best right people are not sacrificed in an effort to stem the tide.

“If it’s communicating up, horizontally, or down, I’m going to tell the truth,” recommends Russo as a resolution for all HR professionals.

“And don’t get wrapped up in little protective lies that turn into big hate-filled conundrums,” he concludes. “When that happens, the trust would be gone forever.”

Resolution #2: I will hold onto the commitment of employee engagement now more than ever. No company can ever afford to be cavalier about customer service and the customer value proposition. Ever. Especially now. And the thing that we’ve learned about employee engagement over recent years is how inextricably linked the engaged employee is to the quality of the customer service promise. So, even though companies must lay people off and cut resources back to the bare bone, they still have to do it in a way that’s consistent with the established employee value proposition.

Says Loren Nalewanski, Vice President, Lodging HR – Work Environment, Marriott International: “The time is ripe for us to ensure we handle all these difficult decisions with dignity and respect for the individual. We have to be making smart, critical decisions that allow us to emerge beyond ‘09 and into ‘10, and even beyond, very very strong. And we have to have the right mindset about our people as we move into this difficult year and not make knee jerk reactions to what’s happening all around us.”

Resolution #3: I will be even more passionate about working with leaders to become positively clear about their personal values, their moral compass, and what they stand for. Says Courtney Harrison, former Managing Director of HR for the U.S. Olympic Committee and now senior faculty member of the Center for Creative Leadership, “We keep seeing companies that are going bankrupt, laying off masses of people, or under investigation for legal issues. We’re watching people get led away in handcuffs. And every time we watch another one of these scandals, we think, 'Well, at least we learned our lesson.' But it still keeps happening.

“Good HR people know that the solution doesn’t lie in putting together a one day class on ethics or establishing an ethics policy. True leadership, especially in today’s world is about risk taking, courage, and standing up for what you believe is right.

“Leaders need to be absolutely grounded in who they are,” she says. “And this requires a personal investment and discipline to be reflective. It takes time, and potentially money. And their organizations must be willing to invest in the pursuit of more personal exploration.

“In tough economies, the few great companies out there stand out because they’re the ones that forge ahead with leadership and leadership work,” says Harrison. “They don’t say, ‘we’re pulling back on it because we can’t afford it.’ If there’s ever a time to afford it, it’s now when you need it."

Resolution #4: I will take the leadership role in moving the company forward in creative uses of people. Says Lauren Doliva, Managing Partner, Chief Advisor Network, Heidrick & Struggles, “Companies may be trying to reshape themselves in the context of reductions in force, but in about six months to a year, they are going to discover that there is still work to do. But now there are fewer people to do it. Now’s the opportunity to think about how you’re going to reshape the process of getting your work done.”

The Free Agent idea is alive and well. And those free agents may be the very people you laid off a few weeks or months before. They know the workings and culture of your organization, their relationships with your clients, vendors, etc., are still current. And they may be willing to take your calls now – now that they’ve had the chance to process the shock of having been laid off. Whether you choose to go with the people you laid off from the company, or bring in entirely fresh cadres of talent and innovation, open your mind to the notion of bringing in the best people for the projects at hand.

Resolution #5: I will remind myself that this is a marathon and not let the current economic crisis alter our strategy and focus on acquiring and retaining the best talent possible. Julie Weber, Senior Director, People, for Southwest Airliines, says that you may have slowed down new hiring – maybe even shut down that pipe completely – for the time being, but don’t lose sight of the fact that you’ll be hiring again one of these days. And effective recruiting necessitates a long ramp up of identifying and cultivating relationships with your target talent. Don’t wait until you need them to spring into action. You will already be too late.

“From a recruiting perspective, she says, “I might be tempted to just turn off the recruiting machine and focus on something else for a while. But recruiting is a marathon, and over time conditions will change. We have got to keep those recruiting fires burning. We have got to keep ourselves in the game. We have to continue to be out there promoting Southwest as a strong employer. We have to continue to stay on top of where the great candidates are from a strategic sourcing perspective.

“You may not be building for this afternoon, but you’re recruiting for the next two or three years. Take college recruiting, for example. In order to get the best talent that’s out there you have to start finding those students and talking to them early on in their college career. Not when they’re seniors. College recruiting isn’t something that you can just turn on quickly and be successful at it."

Resolution #6: I will help my organization retain its confidence and competence so that we can get through this. Says Marianne Jackson, Senior Vice President of HR, Blue Shield of California, “We have a good number of people in the Gen X and Millennial generations who have never had to lead through such a remarkable economic crisis. It’s HR’s role to help people keep things in perspective and to discover ways to use innovation to sort through challenges that require solutions that are unlike anything they’ve used before.

“When we’re talking about how HR can help an organization come out the other side of a crisis stronger than before, the usual thing to do is to hunker down and cost manage, do lay-offs, slow down hiring, and try to manage through the implications and effects the crisis has on your brand.

“In this case, we have to focus on the confidence of both the organization and its people. This crisis is hitting everyone – often twice in the same household if both wage-earners are laid off. Then as people lose confidence they lose their ability to innovate. So we have to be committed to providing a lot of compassion.”

Resolution #7: I will stay on top of how my people are handling this crisis personally. Senior Vice President of HR for Lowes, Maureen Ausura, agrees with Marianne. “It’s easy for management to take it for granted that when employees show up for work, they leave their personal troubles in the car. And, even though there is an historical crisis going on right now, we expect there to be no change in their performance.

“So our profession this year needs to make sure we know how our employees are feeling and how we can help."

I’ve already heard those dreaded words that I thought we had left behind in the 1970’s: “They should just be grateful to have a job.”

When I raised that issue with Maureen – strictly from a devil’s advocate perspective, of course, she said:

“That attitude is extremely short-sighted. We know that customer service and satisfaction is what distinguishes Lowes. And our employees are not going to be serving our customers if we’re not serving them. Employee engagement principles drive so many positive business results, that to replace them with the point of view that we’ll just replace them if they’re not performing is extremely short-sited.
“If you damage your reputation as a great employer now, it will take a long time to recover. You can’t just all of a sudden say, “Oh! Now we want to be an employer-of-choice again. People have very long memories.”