The 3 Keys to Turbo Charge Your HR Program for Higher Profits

 

For most companies, recruiting and hiring processes are challenged whether the unemployment rate is either high or low.

Obviously, low unemployment rates are considered full employment. The full-employment syndrome puts companies at a disadvantage as they’ve tried to hire the best prospects in an environment favoring job hunters.

On the other hand, high unemployment usually accompanies worker stress and low morale. Workers are stressed about their friends being laid off and they fear being laid off themselves. Conversely, given the opportunity to vent, employers complain the most about employee performance and associated labor costs. It’s particularly frustrating for bosses when they learn employees aren’t appreciative of their jobs and benefits. It can be lonely at the top.

So, consider three strategies in human resources for corporate settings, which are also applicable for micro firms.

They include:

1. Entrepreneurial, customer-focus by human resources professionals.
2. Stronger recruitment and retention initiatives.
3. Fostering a healthier environment.

Entrepreneurial, customer-focus by human resources professionals. Let’s face it; you’re entrepreneurial in your focus. HR managers usually aren’t. So don’t be surprised by a pre-recession study by Human Resource Planning Society (HRPS), www.hrps.org, in conjunction with the Institute for Corporate Productivity (i4cp), www.i4cp.com. It indicated that about 66 percent of HR managers found it difficult to stay abreast of companies enjoying expansion.

Further, the study concludes many such HR professionals lack expertise in key areas, which means companies suffer from growing pains.

“Those firms are not only scrambling for the talent they need to keep growing, they tend to have a strong focus on issues such as meeting customer needs, delivering quality products and staying innovative,” said Jay Jamrog, i4cp’s senior vice president of research. “A lot of HR pros don’t have much expertise in these areas. It requires a different kind of strategic HR to help drive growth.”

Here’s more: “The survey data strongly suggests that, in addition to talent acquisition and leadership development targeted to growth, HR leaders must dramatically increase their external focus – on markets, customers and new ways to serve them – if they are going to be strategic players going forward,” said Ed Gubman, HRPS special issue editor.

Stronger recruitment and retention initiatives. Workers focus on pay, benefits and balancing their jobs with their personal lives. Employers, meanwhile, are concerned about health care and other labor and operating costs along with challenges in their competitive marketplace.

But many companies should be more cognizant that they can’t afford to lose talented workers and their intellectual capital. The replacement costs are too great.

A good place to start: An employee survey. You’ll get insights on where you are and what you need to do in human resources to create opportunities for growth.

Even if you have a terrific benefits package, that may not be enough. Successful companies are launching more effective communications regarding their compensation packages in both the recruitment and retention of workers. In that way, employees become more aware of how they’re benefiting from their companies.

Use the same three tactics used in marketing to consumers: Tell prospective workers what you’ll do for them, remind them what they’re receiving when they’re hired, and periodically reiterate what you’re doing for their benefit after they’re hired.

Fostering a healthier environment. Successful companies thrive from productive teamwork and an external, customer-driven outlook. Leadership at every level is a must.

Enthusiasm, of course, is a key driver of sales success. Quality business relationships result when each employee has healthy self esteem, a sense of purpose, pride and trust in the company, and an accommodating demeanor. And leadership cultivates such trust and quality relationships to promote a healthier workplace environment. That means budgeting the time to be a coach and being accessible to employees.

Good managers are visible to their staffs twice a day. If an employee states he’s taking his family camping over the Labor Day weekend, soon after the holiday a thoughtful manager will ask: “How was the camping trip?” Without getting too personal, good managers spend five minutes a week chatting with each of their employees – asking them open-ended questions about their work, families and hobbies. Managers are viewed as being empathetic when they listen to workers 80 percent in such conversations.

Perks, such as workplace flowers enhance the mood of employees. Other activities include involving them in cause-related marketing and community events, and breaking bread with them at company breakfasts or lunches. It’s important they view the boss as a calm, astute and dynamic leader.

Employees appreciate public recognition for strong performances. They enjoy hearing the boss talking about the direction of the company and how they as employees fit in the overall picture.

Finally, you can help turbo-charge your human resources as a profit center by making certain to include both your HR and marketing professionals at the decision-making table. It’s best if they work cohesively. Both are typically excluded as participants. And for good measure, you should have strategic marketing consultants; include them, too.

From the Coach’s Corner, here’s another tip to avoid growing pains:

Update your customer follow-up program. Point out to your employees – if  you fail to keep customers, remember about 70 percent of the time it’s because your customers feel that your employees take them for granted.

Customer follow-up is vital in maintaining loyal relationships and customer satisfaction, generating referrals, increasing revenue and triggering long-term business growth.