Problem-solving HR
Article Type: Editorial From: Strategic HR Review, Volume 8, Issue 3
This issue of Strategic HR Review tackles the topic of problem-solving HR, to which it takes two different yet overlapping approaches. The first looks at the transformations required of individuals and organizations to embrace learning in such a way as to provide solutions to today’s strategic issues, while the second explores the actions required of the HR function to help organizations survive and prosper during tough economic times. When times are tough, the reaction can be to cut investment in people, but, as many of our authors demonstrate, this is a time for strategic investment in talent. During difficult economic conditions, problem-solving HR is crucial and this can be honed through innovative approaches to learning and development.
Our first paper, “I’m the new head of HR, now what? The first 90 days”, by Dave Ulrich, Norm Smallwood and Jon Younger, tackles the topic of problem-solving HR from the perspective of the newly appointed HR lead undergoing a professional transformation. It provides a guide to new HR heads to the activities they can take in their first few months in the role that will assist them in fixing the HR function so that it delivers both strategic value and administrative excellence. It is in the early days in a new role that it is easier, or more acceptable, to ask basic questions about the business and in order to solve HR problems and transform the HR function so that it achieves a strategic fit, new HR heads need to make the most of that period of time. It is also the time when a new agenda can be clearly communicated through appropriate words and deeds. The authors break down activities and information gathering for this period into five key questions, each with a series of sub-questions,resulting in a highly practical guide to approaching the early days of heading up HR so that it truly becomes a problem-solving function.
Colin Newbold and Nicky Pharoah focus on the role of the learning plan in their paper, “What it means to be a learning organization”. The plan acts as pivotal point around which the actions necessary for successful learning are organized and is closely aligned to both the culture and the strategy of the organization. The authors outline five steps to help create a learning plan and look at two organizations that have successfully created and implemented learning plans and gone on to reap the benefits – one through enhanced employee engagement and the other through improved teamworking. Essential to the success of the learning plans put in place were robust diagnostics, buy-in of the senior management team and alignment to the business plan, as well as the commitment to creating a bespoke program of work to achieve learning objectives.
Tom Pounder discusses action learning in his paper, “Using action learning to drive organizational learning and performance”. He argues that action learning – people coming together in small groups to collaboratively address real organizational issues – can help an organization to become a learning organization, as it is not just about solving a problem, it facilitates the exploration of how to solve problems. Its collaborative approach builds on this and helps create a culture of learning to learn. The author looks at how pharmaceutical distributor Alliance Healthcare UK and Hiscox, the UK-based insurance company, have used action learning to help develop new ways of thinking and to address real challenges within their organizations. Action learning may not be for every organization, as it requires the organization to release control and the individual to take responsibility for learning, however, as these case studies demonstrate, it can result in significant improvements in organization performance.
In his article, “Creative HR solutions for tough economic times”,Bill Thomas discusses the pressures on HR to improve service delivery and reduce costs. He looks at the HR solutions that could help alleviate these opposing pressures and, in particular, the role that HR outsourcing can play in times of economic uncertainty. He creates a number of scenarios where organizations are trying to achieve more with less and proposes strategies to help HR achieve corporate objectives when there is pressure on investment and cost. Two case studies put the theory into practice and the author demonstrates how HR can use outsourcing to help create lean organizations without compromising on performance and quality, but actually improving overall efficiency.
Catherine Sandler focuses on the psychological aspects of leadership in turbulent times and how HR can support leaders when times are tough. In her article, “Leading in turbulent times: a psychological perspective”,she argues that economic uncertainty means leaders must address more than strategic and operational issues and that they need to take on the psychological and emotional needs of the workforce in order to survive and emerge ahead of the game when trading conditions improve. She identifies four key behaviors that leaders should display in tough times – the ability to take prompt and considered action, having honest and consistent communication, making an emotional connection and being an inspiration. Leaders must have the insight,resourcefulness and maturity to master these behaviors, which can be a difficult task for those facing their first major period of turbulence. They must be learned and practiced, as all four rarely come naturally, and this is where HR comes in and plays a key support role.
Sara NolanE-mail: shr@emeraldinsight.com
