Engaging Employees from Inside Bad HR ProcessesEngaging Employees from Inside Bad HR Processes https://jasonlauritsen.com/wp-content/uploads/2019/04/Blog-Post-Image.png 1024 512 Jason Lauritsen https://jasonlauritsen.com/wp-content/uploads/2019/04/Blog-Post-Image.png
When I speak to people about treating work as a relationship with employees rather than a contract, there’s a question I am commonly asked.
It typically sounds something like this:
“How do you make work feel like a relationship when you are trapped inside a bureacratic organization with archaic processes?”
This question is a great one because it describes the challenge (or more accurately PAIN) of so many managers and HR pros out there. It reflects a more fundamental question, “how do you make an impact when you can’t change the system itself?”
I feel the angst and frustration in the question. This question is so common and important, it seemed like a good idea to address it in a blog post.
To address this challenge, let’s focus on an example that many can probably relate to. Let’s assume your organization still requires a traditional annual performance appraisal, the kind of process that culminates in a rating that triggers a merit increase amount. Regardless of how much is written about the flaws in this type of process, a majority of organizations are still using it.
If you want to unlock performance in your team by making work feel more like a healthy relationship, you will have to work around bad processes like this. Despite how broken or poorly designed your HR and management processes might be, it doesn’t have to be a barrier if you do the followings things.
1. Always think about the relationship first.
The first thought for any manager or team leader should be about maintaining and building healthy relationships with the people on their teams. Time is the currency of relationships, so if you aren’t spending time with your people in conversation about both life and work, start there. Nothing sends a clearer message to people that you value them than when you invest your time in them. This means regularly scheduled one on one meetings at the minimum.
Regardless of the process, one technique I highly recommend is the relationship test. In short, ask yourself how this process would go if someone you really cared about in your personal life (i.e. best friend, significant other, child, etc.) was on the other end. If it would likely be hard on the relationship, then you should step back and consider a different approach. For example, if you had to communicate some bad news to your significant other, would you do it in an email? Probably not. So, why would you choose that approach for people at work?
2. Invite your employees to help you create a better experience.
At the heart of what relationship means is that we do it WITH others. So, whenever you are asked to do something “to” someone else, it’s probably not a great process to grow relationships. The performance appraisal is a great example of this. The traditional appraisal is something we, as managers, are asked to do to the employee. Sometimes, we offer employees the opportunity to appraise themselves, but generally, it’s a one-way process.
To make these processes more human (and humane), we must find ways to involve the employee in the process. Invite them to help create ideas for how to make the process feel more positive and valuable. For example, invite employees into the goal-setting process to provide input and negotiate their goals on the front end. Another example might be to explore how you could use the one-on-one meetings throughout the year to check-in about progress on the appraisal. You might even have conversations along the way like, “If we had to agree on a performance rating for you based on your work this year so far, what would it be?” This allows you to align and calibrate throughout the year to ensure no surprises when it comes appraisal time.
The more the employee feels they are able to participate in and shape the process, the less harmful it will be to the relationship.
3. Don’t be confined by the process.
This brings me to my last bit of advice. Just because the process exists doesn’t mean that’s where your work as a manager stops. I think it’s ironic that there’s so much talk lately about replacing the annual appraisal with a process of more regular performance check-ins. The reason it’s ironic is that a good manager doesn’t need permission or a new process to be conducting regular check-ins. The best managers are always doing this, regardless of process.
The bad process you are trapped inside is simply a compliance exercise. It should never represent your intention and practice as a manager or leader. Consider the advice I offer above and then ask, how can I hack or work around the process to actually improve team performance by forming better relationships?
I recently wrote about 5 ways to hack your performance process. That should get you started with some ideas. Treat the process as the “paperwork” you have to do to stay in compliance, but don’t let it dictate your approach with your people.
You are the solution.
I am going to continue to crusade against bad, inhumane work processes. These processes need to change. If you can change out a bad process, please do it as soon as possible.
But, if you happen to be stuck with some bad processes, don’t let them stop you. Create a great experience for your employees in spite of them.
I believe many would agree that whatever HR is, it’s first and foremost job is protecting the enterprise. The CHRO or CPO serves at the pleasure of the CEO and that is where their first loyalty rests. The challenge with addressing EE/EX from down inside the enterprise is that the politics, culture and siloed management that created the bureaucratic organization with archaic processes” remains intact irrespective of the actions taken by managers. It is almost certain that managers working in the environment you describe are themselves disengaged how could they be otherwise? What is going to motivate them to fight the system from the middle when they know the problem is much higher up the org chart? On the issue of the performance appraisal, it’s been functioning for decades, blaming the process is like blaming paint brushes for bad art. I worked for a 100 best company and managers had continual role-playing with HR on doing PA’s. Wasn’t much fun, but it worked. The middle is where you turn when you have no solution to the overarching problem. Management and leadership are not altruistic groups, all the weaknesses that human nature has are there. Shinning a bright light on their negative behavior has a very cleansing impact. Self-interest overshadows most bias. Starting at the top is the only way the employees will ever see results.