HR partner

HR, from the last in line to a strategic partner

Telephone conversation:
Me: “Good morning, I would like to speak to the company’s human resources manager”.
Company: “Yes, just a moment, I’ll put you through to the payroll department”.
Me: “We’re off to a bad start.

We already know that the world keeps changing. It always has, but the speed at which it does so now is dizzying. Companies are facing challenges they didn’t have before. They still need results and productivity, but if they don’t incorporate innovation, globalization, constant change and development, as well as talent acquisition and retention, they are out of the game. On the other side of the coin, professionals live in an uncertain, unstable, insecure ecosystem, with high external pressure to be productive, but with high internal pressure to be happy and feel fulfilled.

But every cloud has a silver lining, and this is the perfect breeding ground for the HR department, despite the crisis, to go from being a mere personnel manager, dealing with payroll, vacations and recruitment, to a strategic partner that serves as a catalyst between the needs of the company and the state of the workforce.

The challenge for HR to become a strategic partner within the company is to put human feet and hands to “what we want to achieve” and “how we are going to do it”, which are the executive heart of the company, i.e., the sum of the analysis of the environment, values, strategies, objectives and action plans, etc. HR then responds to “with whom” we will do it, “why” we will do it with them and “how” we will measure it.

From this perspective, HR must help the company move from reactivity to proactivity. It must encourage and even demand that the company periodically review its heart, that strategic “what and how”, as the only way to keep human capital aligned with what is really intended. It must communicate efficiently through a concise plan to motivate human capital. And it must have tools that evaluate, measure and demonstrate that the policies it is implementing are helping to achieve the objectives.

As a strategic partner, it has two lines of action; one vertical and the other transversal. The vertical line includes designing the human fabric through job profiles with key contribution and talent indicators, implementing evaluation processes that are not only results-oriented, but also behavioral profiles that ensure a person-function fit, as well as plans for identifying, developing and retaining talent. And in its transversal line, motivational communication, transformational leadership, facilitating change and a culture of constant development and feedback, among others.

In this sense, the most effective methodologies and the most innovative talent assessments, combined with new technologies, are put at the service of HR departments to objectify their decision making and give visibility to their contribution to the company. These tools, like the ones we provide, give a new dimension to selection processes, training, development and communication plans, talent management and team analysis and management.

Companies that do not evolve their conception of seeing their team as personnel or employees, in short as human “resources”, and not as professionals or values, or in other words as human “capital”, and use the new tools, assessments and technology, will wither in the next decade. It is that clear.

Ignacio Rubio Guisasola

Manuela-Fonseca-Human-300x217

Interview with Manuela Fonseca, user of People Performance International

The human resources manager of Carclasse – distributor of car brands such as Mercedes-Benz, smart, Range Rover, Land Rover and Jaguar – talks about the evaluations and the People Performance International course of DISC Behavioral Analyst Certified by the International DISC Institute. It is a method for assessing people’s behaviour in a given environment, based on the theory developed by psychologist William Moulton Marston.

The evaluation owes its name to the fact that it shows that there are four basic traits of behavior in people: dominance (D, dominance), influence (I, influence), stability (S, steadiness) and conformity (C, conscientiousness).
Text: Writing “human” (with the support of Powercoaching)
 
What is your opinion about the capture and development of talent in companies?
The capture of talent depends fundamentally on the positioning of companies in the market, in society or in the community and before their employees. Companies should assume a real value proposition in their strategic axis, both for the talents they want to attract and for the talents they want to retain.


How can the “DISC” help your organization in recruitment processes?
As human resources manager, I apply the DISC in all recruitment and selection processes and in all assessments. The “DISC” has proven to be an indispensable tool in defining Carclasse’s “star” profiles and in hiring professionals with similar behavioral profiles.


It is certified in “DISC Behavioral Analysis” by INTERDISC. What are the advantages of this certification at a professional level?
The “DISC Certification” gave me the necessary skills to evaluate the behavioural profiles of employees and candidates in an autonomous way, considerably reducing the margin of error in recruitment processes. I am more confident with the choices of the professionals we have been hiring.

And at a personal level? 
On a personal level, it brought me more knowledge about my natural and job-oriented behaviour. It is a very powerful mirror. I can say that after the “DISC Certification” I redirected some focus of my attention.
 
“Manuela Fonseca is responsible for Carclasse’s human resources. With more than 20 years of existence, the company is one of the largest dealers and authorized Mercedes-Benz workshop in Portugal. As a result of the sustained evolution of the business, it is also a smart dealer and authorised workshop, Land Rover, Range Rover and Jaguar. It has known a remarkable development in the automotive sector in the last two decades, resulting from the sustained evolution of vehicle sales and after-sales service, whose quality and professionalism are widely recognized by customers.

Article appeared in the magazine Human of Portugal

Blurred soft of people meeting at table. business people talking in modern office. Generative AI.

The Undercover HR Director

The keys that would make HR a strategic partner in the company

There is a television program called “Undercover Boss,” where the owner or a high executive of the company infiltrates various positions within their own company incognito to understand its operations. Beyond the quality or lack thereof of the show, nothing would be more valuable for the company than for an HR Director to perform each role within the company for at least a full day, including experiencing the customer and supplier side. The ultimate goal wouldn’t just be empathy with the worker (although that too), but a firsthand experience of what is promoting or hindering the company’s success from the human team perspective, as well as an understanding of the entire process and business elements.

This experience would lead us to the keys that would make HR a strategic partner in the company.

The HR leader needs to deeply understand what the company needs, not necessarily what the company demands.

They must look beyond their own department and be able to have a deep understanding of the business that perfectly comprehends the connection between the company’s ultimate goal and human capital. In other words, it is not “the company” that sets the parameters for the human team that will lead it to success in its mission and HR is tasked with selecting it, but it is HR who will design the necessary human team (in obvious synergy with “the company”) to achieve its objectives.

They must transition from being an organizer to a strategist.

An organizer arranges elements that are given to them to fulfill a function; a strategist organizes, but also creates, with a results-focused vision, the necessary conditions to achieve victory. Organizing has almost no risks and its results are predictable and limited. Strategy involves the risk of a continuous decision-making, adaptation, and change process, but at the same time, its impact on results can be much greater. The organizer often fails to understand why they are asked to do what they do, they simply do it as part of the machinery. The strategist is the one who decides which gears are necessary, where, when, and how, and orders the organizer. To be able to fulfill this strategic key, it is necessary to have fulfilled the knowledge of the company.

They need to design a human structure with organic principles, not mechanical ones.

Often we refer to the company as a “machine,” I myself have talked about “gears.” However, every company, including the most technological or mechanical ones we can imagine, ultimately depends on its human team, which is an organic and social system. A mechanical system is closed, limited, difficult to modify, transform, or adapt. An organic system is symbiotic, adaptive, evolutionary, regenerative. Designing the structure and each position with an organic operational base is essential, but it will not be achieved if the previous two keys are not fulfilled.

To be a strategic partner, a large part of the company’s success must fall on that partner, if not, or if it is not perceived that way, it is not strategic. There will be HR managers who prefer to continue being “personnel chiefs” and there will be a generation of HR leaders who take on the risk, responsibility, and consequences of taking their companies to new heights of success in their strategic vision of their professional work.

incrementar el desempeño

HR: From the Back of the Line to a Strategic Partner

Telephone Conversation:

Me: “Good morning, I want to speak with the company’s human resources manager.”
Company: “Yes, one moment, I will connect you with the payroll department.”
Me: “We’re off to a bad start.”

We know that the world continues to change. It always has, but the speed at which it does now is dizzying. Companies face challenges they never had before. They still need results and productivity, but they are out of the game if they do not incorporate innovation, globalization, constant change, development, talent acquisition, and retention. On the other hand, professionals live in an uncertain, unstable, and insecure ecosystem, with great external pressure to be productive but great internal pressure to be happy and feel fulfilled.

However, every cloud has a silver lining, and this is the perfect breeding ground for the HR department which, despite the crisis, moves from being a mere personnel manager, dealing with payroll, vacations, and hiring, to a strategic partner that acts as a catalyst between the company’s needs and the state of the workforce.

The challenge for HR to become a strategic partner within the company is to put human hands and feet to “what we want to achieve” and “how we will do it,” which are the executive heart of the company, i.e., the sum of environmental analysis, values, strategies, goals, and action plans, etc. HR responds to “with whom” we will do it, “why” we will do it with them, and “how” we will measure it.

From this perspective, HR must help the company move from reactivity to proactivity. It must encourage and even demand that the company periodically review its heart, this strategic “what and how,” as the only way to keep human capital aligned with what is truly intended. It must communicate effectively through a concise plan to motivate human capital. It must have tools that assess, measure, and demonstrate that the policies it implements are helping achieve the goals.

As a strategic partner, it has two lines of action: vertical and cross-sectional. The vertical line includes designing the human fabric through job profiles with key indicators of contribution and talent, implementing result-oriented assessment processes, and ensuring a person-role fit through behavior profiles and plans to identify, develop, and retain talent. In its cross-sectional line are motivational communication, transformational leadership, facilitation of change, and a culture of constant development and feedback.

In this sense, the most effective methodologies and the most innovative talent assessments, combined with new technologies, are put at the service of HR departments to objectify their decision-making and give visibility to their contribution to the company. These tools, like the ones we provide, give a new dimension to selection processes, training plans, development and communication, talent management, and team analysis and management.

Companies that do not evolve their conception of viewing their team as staff or employees, in short as “human resources,” and not as professionals or values, or in other words as “human capital,” and utilize new tools, assessments, and technology, will be marked in the next decade. It is that clear.

Ignacio Rubio Guisasola