Human Resources and Organizational Resiliency

Linda Gravett, Ph.D., SPHR, April 1, 2003

If you pick up the Wall Street Journal or Fast Company magazine, you’ll read about a handful of companies that constantly have the ability to bounce back after hard times and setbacks.  On the other hand, there are certainly a plethora of examples of companies that fold under pressure and adversity.  I’ve observed that the companies that have the resiliency for sustained success have some characteristics in common, and one of them is a Human Resources Department that is strategic, responsive, and creative.

Organizations that are planning to be in business 50 years from now have learned to make the transition to a global market economy, even if they’re small companies.  Companies that have leveraged their initial momentum, like 3M, WalMart, and Hewlett-Packard have developed a corporate culture that embodies a strong set of core values and ethics.  Individuals within the company understand, embrace, and live the company’s core values and have a firm grasp of what they must do on a day by day basis to support the company’s vision.

Human Resources can play an integral role in ensuring that the corporate culture includes the expectation of excellence and the spirit of creativity and calculated risk taking.  Human Resources can serve as a catalyst for change and ensure that the company’s leaders develop the skills, knowledge, and competencies that model “the right stuff” for all employees. 

Perhaps you’re thinking at this point that this is too lofty a goal for a department that’s primarily responsible for hiring, legal compliance, and compensation.  I’m not forgetting that those functions are a part of the daily responsibilities of Human Resources.  There’s a higher calling for us if we’re willing to be receptive to expanding our expectations of the Human Resources role.  Let me give you some “for instances”. 

Human Resources can assist in the design and implementation of a plan for leadership continuity:  a succession plan.  Visionary companies don’t automatically look to the outside when top positions become available – they have developed leaders from within who embody the characteristics that help the company achieve its mission, vision, and strategic objectives.  A well-thought-out succession plan is linked to the strategic objectives and is comprised of many components:  a multi-rater feedback process; a mentorship culture; competency-based job descriptions; and directed developmental assignments.  Human Resource professionals are uniquely qualified to lead the company in the design and successful implementation of succession planning. 

Human Resources can assist in the design and implementation of a training and development initiative that supports the strategic objectives of the company.  Rather than efficiently scheduling and facilitating a specific number of routine management training programs, HR can instead conduct an in-depth needs analysis to determine where the critical gaps exist between current skill levels and competencies and skills needed to take the company to the next competitive level.  Effective training has a core component that teaches process improvement, problem solving, and critical thinking while promoting creativity.  The foundation of any training, however, should be the constant, steadfast commitment to the company’s core values.  Economic conditions, competition, and the marketplace may be dynamic and organizational leaders may need to lead and build a commitment to change; however, the core values are the bedrock upon which change is built.  If this sounds like I’m suggesting that Human Resources should act as the corporate conscience during good times and bad, you’re right:  this is exactly what I’m suggesting. 

The corporate “contract” for employment has changed over the years.  Rather than an expectation of lifetime employment at your organization, employees can be provided with an opportunity to develop skills that will take them throughout their career.  Human Resources can play a pivotal role in ascertaining a balance between organizational and personal needs so that the skills and competencies the company requires for excellence are embodied in employees who are growing, contributing, and developing skills to ensure their success.  In addition to technical skills training, this education will have to be expanded to competencies such as conflict management, team problem solving and decision making, and leveraging the talents and perspectives of a diverse workforce. 

I’m not suggesting that Human Resources must act in a paternalistic way and “tell” managers and employees what they must do in order to be successful.  I am suggesting that Human Resources becomes a strategic planning partner with the leadership of the organization to learn what it can do to promote, build, and solidify a culture of excellence.  This is potentially a large role in any organization, regardless of size, and I’m certain that the Human Resources profession is ready to take on this challenge.

If you’d like additional information on this topic or have any questions, please email me at Linda@Gravett.com or call me at (513)753-8870 or complete my feedback form (click here).

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