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Becoming an Administrative Expert. or decades,HR professionals have been tagged as administrators. In their new role as administrative experts,however,they will need to shed their traditonal image of rulemaking policy police,while still making sure that all the required routine work in company is done well. In order to move from their old role as administrators into theirnew role,HR staff will have to improve the efficiency of both their own function and the entire organization.
Within the HR function are dozens of processes that can be done better,faster,and cheaper. Finding and fixing those processes part of the work of the new HR. Some companies have already embraced these tasks,and the results are impressive. One company has created a fully automated and flexible benefits program that employees can manage without paperwork ; mother has used technology to screen resumes and reduce the cycle time for hiring new candidates,and a third has created an electionic bulletn board that allows employees to communicate with senior executives. In all three cases,the qualit of HR work improved and costs were lowered,generally by removing steps or leveraging technology.
But decreased costs aren't the only benefit of HR's becoming the organization's administrative expert. Improving efficiency will build HR's crediblty,which,in turn,will open the door for it to become a partner in exercuting strategy. Consider the case of a CEO who held a very low opinion of the company's HR staff after they sent a letter to a job candidate offering a salary figure with the decimal point in the wrong place. (The candidate called the CEO and joked that she didn't the job would make her a millionaire.) It was only after the HR staff proved they could streamline the organization's system and procedures and deliver flawless administrativeservices that the CEO finally felt comfortable giving HR a seat at the strategy table.
HR excecutives can also prove their value as administrative experts by rethinking how work is done throughout the rganizaton. For example,they can design and implement a system that allows departments to share administrative services. At Amoco,for instance,HR helped creat a shared-service organization that encompasses 14 business units. HR can also creat centers of expertise that gather,coordinate,and dissemnate vital information about market trends, for instance,or orgainization processes. Such groups can act as internal consultants,not only saving the company money but also improving its competitive situation.
Becoming an Employee Champion. Work today is more demanding than ever-employees are continually being asked to do more with less. And as companies withdraw the old employment contact,which was based on security and predictable promotions,and replace it with faint promises of trust,employees respond in kind. Their relationship with the organization becomes
transactional. They give their time but not much more with less. And as companies withdraw the old employment contract,which was based on security and predictable promotions,and replace it with faint promises of trust,employees respond in kind. Their relationship with the organization becomes transactional. They give their time but not much more.
That kind of curtailed contribution is a recipe for organizational failure. Companies cannot thrives unless their employees are engaged fully. Engaged employees-that is,empoyees who believe they are valued-share ideas,work harder than the necessary minimum,and relate better to customers,to name just three benefits.
In their new role, HR professionals must be held accountable for ensuring that employees are engaged-that they feel committed to the social needs of employees "picnic, parties,United Way campaign,and so on. While those activities must still be rganized,HR's new agenda supersedes them. HR must now take responsibility for orienting and training line management about the importance of high employee moral and how to acheive it. In additional,the new HR should be the employees'voice in management discussions; offer employees opportuniies for personal and professional growth;and provide resources that help employees meet the demands put on them.
Orienting and traning line management about how to achieve high employee morale can be accomplished using several tools,such as workishops,written reports,and employee surveys. Such tools can help managers understand the sources of low morale within the organization-not just specifically,but conceptually. For instance,HR might inform the line that 82% of employees feel demonralized because of a recent downszing. That's useful. But more than that, HR should be responsible for educating the line about the causes of low employee morale. For instance,it is generally for educating the line about the causes of low employee morale. For instance,it tis generally agreed by organization behavior experts that employee morale decreases when people beleive the demands put upon them exceed the resources available to meet those demands. Moral also drops I when goals are unclear,priorities are unfocused,or performance measurement is ambiguous. HR serves an important role in holding a mirror in front of senior executives.
