People want to feel as if their work matters, and that their contributions help to achieve something really important. And except for those at the tippy top, shareholder value isn’t a meaningful goal that excites and engages them. They want to know that they — and their organizations — are doing something big that matters to other people.”

This is a warning to all those involved with Human Resources, who for a long time have filled their professional life, and not only, with the images of discouragement produced by a culture that always privileged the reward for those who do well what is requested and never rewarded creativity, that is, what could be done.

Human Resources as an integral part of organizations have been looked (and has allowed) as weak elements in the organizational value chain despite the good work of some HR Business Partners.

Many of the people involved in traditional HR departments feel lonely when they are confronted with more agile business environments and with various future alternatives in management and HR development strategies.

This loneliness is occasionally interrupted by initiatives of great boldness and courage as happened recently in Coworklisboa with Employee’s Experience Design Workshop: Innovating in Human Resources – by Busigners.

This workshop underscored the need to create a sustained approach to problem solving rather than adaptations of best practices or models linked to organizational management trends.

Those challenges arise from the search for the satisfaction of hidden needs, not articulated needs or only known but not satisfied needs.

Now HR must assume its true role, which is to lead resources, human resources that feel, have will, are capable, are creative and want to grow. These people are potential internal entrepreneurs and are also a new challenge and a new perspective of management and leadership.

Therefore, Human Resources (HR people) should innovate in the communication processes, in the ways of promoting well-being, in the perspectives and personal growth models of each employee and in different contexts.

In this sense, they should for example:

– Watch, listen and ask questions. Yes! Ask questions!

– Avoid distractions and be completely present when they are with other people.

– Avoid thinking that multitasking is good and that your problem is bigger than others. Empathy with all employees of the organization is crucial as it is the only way to understand the true needs of all employees including leadership and management.

– They should attach meaning to collaboration and connectivity, managing combinations of talents and innovating in recognition and reward plans.

-They must learn to work with constraints. Constraints can be a good source of creativity in solving problems.

– They should be part of the right and left brains of organizations because they are heralds of norms and freedoms, discipline and creativity, success and recovery.

Today’s Human Resources can be the leadership of a process of cultural transformation, which involves reducing the excessive weight of analytical thinking in organizations and balancing it with intuitive and creative thinking.

This is achieved (my interpretation) per Roger Martin in Design of Business:

1 – Selecting, more creative people over analytical.

2 – Not rewarding traditionally and exuberantly those who promote what is trustworthy, but rewarding also those who promote what is valid.

3 – Including in the processes of evaluation criteria that aim at creativity, work with restrictions, empathy, holistic thinking, collaboration and experimentation.

Human Resources should no longer have as fundamental concern to maximize the profitability of what they have today and begin to explore new paths, analyzing the experience of employees to predict the future and to create solutions for tomorrow!

Innovation for HR managers is to create a new dimension of purpose, more inclusive and open to the whole, respecting the magic inherent to each employee.

 

“Meaning, Autonomy, Growth, Impact and Connection – (MAGIC)”

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