Type to search

Education Education & Career Entreprendre

Pr Dave Ulrich: “Employees work for much more than money”

Share

BUSINESSMAG. How does HR enhance moral and commitment in a world where wages are declining?

Employees work for many reasons. Money is obviously one of those reasons. If employees feel that they are not paid fairly for the work they are doing, they will be demotivated. Research confirms what we all experience, that employees work for much more than money. Employees who find meaning from their work will become more emotionally engaged in what they do. In our book, TheWhy of Work, we noted seven factors that help employees find meanings: identity, purpose, relationships, work itself, work environment, learning and fun.

BUSINESSMAG. How has the field of HR evolved and where do you see it moving toward?

HR has moved from a field focused on terms and conditions of work to specialist expertise in HR areas to aligning these HR areas to business results.

Strategic HR is about using HR to drive and accomplish the results of the business. We see HR now shifting to what we call outside- in, where HR links to external business conditions and key stakeholders to drive sustainable business performance.

BUSINESSMAG. What strategies have you used to deal with situations where leadership is resisting change?

We often find a 20-60-20 equation in change. 20% of leaders already do the desired change. They are iconic and transformational. 20% are unlikely to ever make the change no matter how much support. 60% are in the middle that can be coached, trained and encouraged to change. The 20% who will never change are probably not worth a lot of time since all the time invested will not likely make a difference.

Focusing on the 60% becomes the most important. The 60% can change if they understand why they should change, what the change entails in specific behaviors and how to sustain the change in the face of factors for resistance.

“Productivity comes from employees who are competent, committed and contributing”

BUSINESSMAG. Should companies in today's highly competitive world go for ‘‘layoff’’ or should they look for some other alternatives?

Figuring out how to reduce cost and continue to grow and position yourself is not an easy task. Sometimes, labor costs have to be changed. A better measure is productivity, to try to get more output per unit of employee input. If employees have to be let go, there are some lessons: do it quickly, communicate over and over and over again about why it is happening, use performance criteria, be fair to those who leave, pay attention to those who stay and look forward.

BUSINESSMAG. We say that value added HR function will be characterized by operational excellence, a focus on client service for individual employees and managers and delivery of these services at the lowest cost possible. Can an HR function simultaneously pursue cost control and value creation? May you provide insights into how they can manage this balance?

It would be much easier to run a business with a single challenge and purpose. Unfortunately, there are many paradoxes that leaders must manage: short and long term, individual ability and organizational capability, domestic and global, reducing cost and growing innovation, top down directives and bottom up engagement, setting direction and empowering others, being open and transparent and being directive and focused, managing change and ensuring stability, relishing the past and creating the future. Leaders who live with these paradoxes learn how to balance, sequence and deliver both of them. HR is the same. HR professionals have to be operational and strategic; focused on people and processes, doing short and long-term.

BUSINESSMAG. The economic recession is lasting longer and washing away any sign of recovery. In this context, what would be your advice to HR leaders in retaining and motivating talent?

In up and down markets, employees need to be productive. This productivity comes from employees who are competent, committed and contributing. Competence means that employees have skills for tomorrow. Commitment comes from a clear employee value proposition.

Contribution comes from about helping employees find meaning in their work. Leaders who are meaning makers go beyond vision to personal purpose. They help each employee feel a sense of real contribution to the company’s agenda.

BUSINESSMAG. What is your stand on specialization within the HR field?

HR professionals offer general business insights on talent, leadership and capability. These outcomes of HR are the results of innovative and integrated HR work around people, performance, information and work.

HR generalists often weave together insights in areas of HR specialization to help businesses s쳮d. Specialists also need to make sure that their insights are tied to business results.

 

Tags:

You Might also Like