Pester Esther: 'In confidence'

Q. I’m an HRM with a team of six generally excellent reports. But I’ve noticed a lack of confidence in them when they’re facing up to colleagues elsewhere in the business. Is this a training issue?

Not really training, I’d say – I’d suggest this is more about building their credibility, and consequently their self-confidence.

But first, I’d sit down with them and have a dedicated conversation about what’s really going on. Ask questions like: Is the issue around a particular set of colleagues in one department, or a more general one that’s apparent around the business? Are they less confident when discussing tricky or potentially unfamiliar subjects such as performance, non-compliance or budgets?

Once you understand the factors behind the issue you can begin to tackle it, and – crucially – help by leading by example. You may also have to tackle problematic individuals in the wider business or work more closely with your team operationally to nurture that confidence.

Q. I work for a small financial services firm in a very tight employment market. I’d love to be more inventive in terms of benefits and working culture, but my HRD seems incredibly change-resistant. How can I convince her to take some risks?

How have you made the proposals to her? Have you just mentioned them in passing, or have you put together a compelling proposal?

My approach would be to understand what your competitors offer in terms of benefits – so do some research and make sure you know the market well. Then ask your employees what kind of benefits they’d like to receive. (You could do this as part of your employee engagement survey, or as a smaller, standalone, questionnaire, or even do some focus groups.)

Then start researching the market for innovative and low cost benefits that you think the business could accommodate. (If research hasn’t helped in this regard, maybe think about flexible working practices, duvet days, half days etc.) Then, crucially, attribute costs to each of these, or cost savings.

You can also make projections on the impact these would have on employees. Would they stay longer? Be more motivated, and more productive?

Alongside all this, try to find out what your HRD is actually resistant to. Speak to her about the culture, her perceptions and aspirations, and so on. This might help you to understand whether it’s actually her, or the organization, that’s resistant to change.

Q. I’ve recently taken up an HR role after a few years in Operations. All my old friends make jokes about HR not being a ‘real’ part of the business. What can I tell them to change their minds?

I wouldn’t tell them anything – I’d show them through my results.

You’re in a great situation. The huge advantage you have is that (presumably) you know the business well from your experience in Ops. If I were you, I’d be talking to your friends about how you’re combining operational experience with HR opportunity, getting involved with all kinds of amazing initiatives that will have quantifiable impacts on wide-ranging parts of the business.

Such as: how much you’ll save on recruitment costs by introducing a robust succession planning process into the business, and how knock-on benefits of this programme include improvements to retention and productivity metrics. Or, of course, whatever other initiatives you’re working on as a business-savvy HR professional.

Something else in your favor, of course, is that you’ll know what the ‘real’ people challenges are and be more credible with your internal customers.

Actually, your old friends are probably a little bit jealous. After all, with HR you touch all parts of the business and are involved in everything people related. Chances are your mates are tied up with departments that don’t have as broad a scope – accounts or logistics, say – not the big, influential and sexy people stuff that’s your bag from now on.

Want to Pester Esther? Send your problems to editorial@hrville.co.uk

About the author

Esther O'Halloran

Esther runs an independent HR Consultancy offering business-savvy commercial skills, practical solutions and insights to senior leaders and HR teams. She has been Managing Director at Paul, and worked as an HR practitioner for organisations such as Jigsaw, EAT, Pret a Manger and SpaceNK. Esther is a Fellow Member of the CIPD and enjoys Extreme Baking in her spare time.