Christine Song’s Post

This is so spot on. HR can only do so much if Executive Management does not take our advice (& actually give us a seat at the damn table!). I cannot stress enough how important it is for companies to bring in HR as early as possible & let us do our thing. Too many times I've been brought in to organizations that think they can handle HR but get overwhelmed & they need me to clean it up. You need policies. You need a handbook. You need people processes. You need good benefits (my specialty!!). If you are a start-up, please reach out. It can be as little as 5 hours per week to create the tools you need to build the company & bring in the people you need. If you are a company with 15+ employees & never had HR, please reach out NOW. You may not need a full-time HR leader (yet) but you need someone to get you started.

If you’re in HR, you know what it’s like to: - Have legitimate business concerns dismissed as “fluffy” nice-to-haves - Sit in a room full of senior executives who think your only job is to plan fun parties and (ironically) act as the fun police - Partner with a stakeholder who constantly goes around you, only to call you in when it’s time for damage control If you’re tired of being perceived as “out of touch” with business needs, you’re not alone. The sad reality is: Most business leaders dismiss their HR counterparts before they’ve even entered the room. Maybe they’ve had bad experiences partnering with HRBPs in the past, maybe they’re convinced you don’t understand their team’s needs (after all: what could an HR professional possibly know about what it takes to run an efficient Sales team?), or maybe they believe the People function is strictly responsible for payroll and benefits (nothing else!), and therefore wish you would kindly take a step back and stop infringing on their territory. Whatever the reason, most #HR professionals face an uphill battle when partnering with stakeholders. And difficult though it is to accept, just yelling at people to drop their preconceived notions and take you seriously usually doesn’t work. Which means that HR professionals looking to make an impact need to approach stakeholder buy-in more thoughtfully. My favorite approach? Start by learning everything there is to know about your audience, and then leverage that knowledge to demonstrate exactly the kind of expertise and value you bring to the table. Not sure where to start? Here are 4 questions to bring to your next stakeholder check-in: 1. What are the most significant risks on your team right now, and what are you doing about it? 2. Who are your strongest players, and what are you doing to retain them? 3. What are your top 3 priorities this quarter, and what’s going to make or break your chances of success? 4. And if you’re feeling extra bold: What’s the best and worst relationship you ever had with an HRBP, and what role did you play in its success or failure? Not only do these questions show you mean business, they’ll also get you a whole lot of valuable information you can then lean on to demonstrate your expertise as you help them tackle challenges, achieve goals, and avoid critical risks. Want to learn more about how to effectively partner with leadership stakeholders? Tune into my next webinar, happening Wednesday, December 4th at 3pm EST / 12pm PST, where I’ll share tips on how to go from undervalued HRBP to trusted thought partner and go-to advisor. Register here: https://hubs.la/Q02YrmMk0 —- Want more smart questions to ask at your next stakeholder 1:1? Check out my HRBP 1:1 template here: https://hubs.la/Q027cvCT0

Sad truth. Leaders tend to forget that the employee lifecycle is a daily affair. When you fail to plan to business partner with HR on key matters, you plan to fail - no questions asked. In this case, you might as well outsource HR. Ironic when most of the time when HR is called in, it becomes damage control at the point; be it a performance issue, HR compliance, legal issue with the labour law, or people issue. HR will never be interested in “poking nose into your business” - we are always looking at all angles; to safeguard the business’ interest while aligning to your departments’ vision and goals.

There's a saying: "HR is an extension of the manager's hands," and for a long time, it really pissed me off and made me sick whenever I took this phrase to heart. Ugh, how objectifying and functional, I'm going to puke! But now, thinking about it, historically and objectively, it makes sense. When something small is born, like a manager and a few people, they hustle together, grow, and at some point, the manager alone handles 1:1s, motivation reviews, compensation reviews, everyday issues, and so on—in their own style, in their own way, like with their own "hands." And that's probably the defining point—what kind of "hands" the manager has, because another classic is: "every subordinate imitates their manager's style." So, I've rephrased the idea for myself: "what kind of hands does HR want to be an extension of?" Feels better. Because an extension of "hands" can be tweezers, a hammer, a tower crane... or even an air purifier ❤️ It'd be interesting if we could survey HR folks or those who've closely interacted with them, what kind of "hands" have they encountered? What kind of extension did they experience? :)

𝗛𝗥 𝗜𝘀 𝗡𝗼𝘁 𝗬𝗼𝘂𝗿 𝗙𝗿𝗶𝗲𝗻𝗱...𝗔𝗻𝗱 𝗧𝗵𝗮𝘁'𝘀 𝗢𝗞! I've always found it curious that one of the most common reasons people openly dislike or even hate HR is the notion that "HR is not your friend.", yet you don’t hear the same about IT, Finance, or Sales. I have to admit that the idea of people warning others "careful, Sales is not your friend" makes me giggle though. Here’s the deal: HR has a job to do, and it’s not always about making you happy. They have to look out for the company while also making sure employees are treated fairly. Sure, some HR folks suck at their job, and 𝗜’𝗹𝗹 𝗴𝗲𝘁 𝗶𝗻𝘁𝗼 𝘁𝗵𝗮𝘁 𝗮𝗻𝗼𝘁𝗵𝗲𝗿 𝘁𝗶𝗺𝗲, but a big part of the problem is the unrealistic expectations employees have about what 𝗛𝗥 𝗶𝘀 𝘀𝘂𝗽𝗽𝗼𝘀𝗲𝗱 𝘁𝗼 𝗱𝗼.  For example, imagine you find out you’re being paid below market rate. You go to HR with your findings, expecting them to immediately back you up. A bad HR manager might brush you off (default NO) or give you vague answers. A really bad HR manager will tell you that they would LOVE to make it happen but evil manager/comp department/finance won’t let them. But a good HR Manager will investigate. They’ll review your role, impact on the business, and how your pay compares to industry standards. If they find you’re underpaid, they’ll advocate for an adjustment, but they’ll also make sure it’s sustainable for the company. They might not get you exactly what you want right away, but they’ll work towards a fair solution that benefits both you and the business. Similarly, 𝗶𝗳 𝘆𝗼𝘂 𝗵𝗮𝘃𝗲 𝗮 𝗯𝗼𝘀𝘀 𝘄𝗵𝗼’𝘀 𝗴𝗿𝗲𝗮𝘁 𝗮𝘁 𝘁𝗵𝗲𝗶𝗿 𝗷𝗼𝗯 𝗯𝘂𝘁 𝘁𝗲𝗿𝗿𝗶𝗯𝗹𝗲 𝗮𝘁 𝗺𝗮𝗻𝗮𝗴𝗶𝗻𝗴 𝗽𝗲𝗼𝗽𝗹𝗲, a good HR Manager won’t just take sides. They’ll dig into the situation, get the full picture, and push for solutions like management coaching or reassignment of manager's responsibilities. The reality is, HR’s role isn’t to be your friend—it’s to make sure both you and the company can thrive. Let me know your thoughts - should HR be your friend after all? Share your experience with good and bad HR - I want some juicy stories 😎 🍿

Hey HR guy - How can I best influence my Year End Performance Rating The obvious answer is to do great work. The best way to influence your rating is to knock it out of the park consistently. If you have done that, then you have likely done all that you need. But, there is more to it than just being a rock star at your company. The truth is that performance ratings are inherently biased. Even at the best of companies, and even with the best and most objective managers.. There are just too many potential biases out there. And that sucks. And that can be awesome. When there is bias in a human process, you have an opportunity to influence the outcome. And depending on when your company holds year end reviews, you may very well be ready to strengthen your case. First, understand the process, then understand how to make it work for you: If you work for a large company chances are your performance rating is decided long before you hear the message. A fairly standard process has your manager submitting a preliminary rating, that is reviewed by their own boss, and possibly more, including HR. The purpose of this process is to instill as much objectivity as possible into ratings. Many eyes will likely ensure that the bias of one manager doesn’t have an outsized impact on the final rating. In a company with a more mature HR function you can have some degree of confidence that you have been treated fairly, even if you don’t love the outcome. Timing matters. All of that decisioning and calibrating of employees doesn't happen overnight. At some large organizations the process of setting and reviewing ratings happens months before ratings are delivered to the employee. So you want to be on the front end. Here are three steps you can do to help tip the scales to your favor: 1. Build relationships: A good manager will seek out feedback. Even a lazy manager pay attention to the buzz around you. If you have good relationships with key stakeholders, then the sentiment will be positive. 2. List your wins: Take inventory of your key contributions. What was your role? What was the impact on the company? What value did you bring this year? 3. Tell them what you have done: “Hey boss, I had a great year, and have been really excited about the work we have done. I know that in the coming weeks you will be making decisions about my performance. Is there anything that you have outstanding questions about, or any data that can help you as you think through my contributions?” Go out there and be the best you can. And then help control the narrative about your performance. Be honest, but also be bold. Don't be overbearing, but don’t be afraid to advocate for you. Then have confidence that you have done your part. Your rating doesn't define you as a person or as an employee. So control what you can, and then let go of the anxiety surrounding things that are out of your hands. Good luck!

Human Resources and People Operations have evolved significantly over my 22-year career. However, the past 2-3 years have propelled us into an entirely new stratosphere. We’ve had to pivot and provide guidance during a time where there was no precedent on what to do. Engage your HR and People Operations teams; they are the key to taking your organization and operations to new heights. Vanesa shares a lot of great insights for us to think about. #humanresources #peopleoperations #strategicpartners #hraubs #pivot

📰 Recently I came across a small article in a newspaper where it said that human resource people don't really do anything. 🤨 So, I thought I'd share my views with you all. 👀 Look, I get it - HR can sometimes seem like an invisible force behind the scenes. But saying they don't do anything is just plain wrong. HR teams are the backbone that supports every other department in a company. 🤔 Think about it - who finds and hires the amazing talent that makes up your sales, marketing, IT and finance teams? Who makes sure they have the training and development opportunities to keep growing? Who listens to their concerns and fights for their wellbeing? HR does all that and more! 😬 Without a kickass HR squad, a company is just a disorganised mess of people without any sense of unity or direction. An unmotivated, underpaid, overworked staff will quickly bring things crashing down. 🌟 HR professionals who excel at hiring top talent, fostering a vibrant workplace culture, and advocating for employees often go unrecognised. Yet, their hard work behind the scenes keeps the entire company running like a well-oiled machine. 👏 So next time you see an HR rep, remember - they're a key piece of the puzzle for any thriving business. What's your experience been with HR teams - have they helped drive your company's success? 🤝 No single department holds more or less importance. For a company to operate smoothly and succeed, every department plays a crucial role – be it HR, sales, marketing, IT, or finance. It takes an equal contribution from all teams to propel the company forward or put it at risk ❌ . let me know your views in comment section. #allareequal #HR #talent #operations

HR is one of the toughest jobs that looks easy. 8 Truths About HR You Can’t Ignore: HR is so much more than you think. Here’s why: From the outside, it’s just policies and payroll. But inside? It’s constant problem-solving. Think about it: ➟ Balancing employee needs with company goals. ➟ Handling tough conversations with compassion. ➟ Navigating crises while keeping everything afloat. It’s not just about managing people. It’s about building trust, solving conflicts, and shaping culture. Here’s what no one talks about: 1️⃣ You wear every hat. → Counselor, strategist, mediator, it’s all you. 2️⃣ Success is invisible. → Failures? They’re always front and center. 3️⃣ Balancing people and profit isn’t easy. → Tough calls often leave someone unhappy. 4️⃣ You’re shaping the culture. → Every policy, every hire, it all starts with HR. 5️⃣ Emotional labor is constant. → Supporting others takes its toll. 6️⃣ Prevention goes unnoticed. → Fires you stop? No one even knows they existed. 7️⃣ You’re misunderstood. → Seen as “policy police,” but you’re creating fairness. 8️⃣ The wins make it worth it. → Watching employees succeed? That’s why you do it. Check out the carousel below by HR Success Centre for more 👇 Next time you see an HR professional? Thank them. They make the impossible look effortless. 💬 Agree or disagree? Let’s hear your thoughts in the comments ⬇️ ♻ Repost to give HR the credit it deserves. And follow HR Leaders for more insights. 📌 P.S. Subscribe to our FREE newsletter. Join 120,000+ HR professionals receiving weekly tips. https://lnkd.in/eAdb6ydY

"You should wait until October before going above and beyond in your job" That's a running "joke" in our Secchi customer conversations... with traditional employee reviews and HRIS that don't have an ERM add-on like Secchi, employees should wait until October before going above and beyond. Because with all the things that leaders have on their plates, how can they realistically remember everyone's accomplishments going back to January? Recency bias is real. To Mike White's first point, promoting ongoing and real-time leader-to-employee engagement removes recency bias and not only makes annual performance reviews less of a burden, it makes them much more effective, accurate, and meaningful. #secchi #employeeengagement #employeerelationshipmanagement