Keeping the Human in Human Resources

“Any problem in an organization or relationship is directly related to a conversation not being held or one being held poorly.” -Julio Olalla

This quote is one of my favorites as it reminds me of the simple foundation that we need to always remember.  We are humans and we need to have conversations and need to focus on ensuring that we have good conversations.

Technology has been created to make our jobs and lives simpler.  Yet at times, it seems it complicates it more and possibly has negative effects too.  Reflecting on emails and text messages as some of the primary methods for communication and the realization is that we never really know how the person on the other end receives and interprets the information.  The additional context clues that are gained through face-to-face conversation may be lost, things like tone, body language, emphasis, humor, energy, a multitude of additional facets of the conversation.  So, while technology helps, we need to remember when and how it should be utilized.

With human resources, technology has simplified certain processes.  Let’s start with getting employees in the door.  We can easily apply for jobs online, no more mail delay.  We can automatically schedule interviews.  We can conduct phone and video interviews.  There are even chat bots to help with recruitment.  Yet, there is still much that can be gained in the face-to-face connection of an in-person interview.  I’ve experienced a candidate who interacts differently via Zoom than in person and was grateful for the extra connection time to help in deciding who is the right person to fulfill the role.  If it is a fully remote position, there should be additional time spent on ensuring that there is a connection with the candidate, the leader, and the team.

Onboarding is another process, where technology has enabled most of the required paperwork to be completed electronically, either via PDF’s and electronic signatures or utilizing an HRIS system.  Getting the paperwork out of the way does not negate the need to spend time onboarding the person into the culture of the organization, and with specific roles and responsibilities.  Again, face-to-face time on this is a necessity, even if it is via video.  Employees need the connection time as well as the time to experience what they are learning.

For all employees, feedback is the other area that technology can impede.  Sure, an email can be sent to say this is how you can improve this task or project.  Or providing recognition on a job well done.  But nothing replaces a meaningful conversation in which there is a two-way dialogue with an employee on performance, whether that is ways to improve, what goals they are working on, praise and recognition, or simply a conversation on how the team and organization is doing.  Having the conversation allows for additional context to be provided, questions to be asked, and assurance that there is mutual understanding so that problems are not created or if there was an issue that was the purpose for the feedback conversation, that there is resolution on how to get back on track and move forward.

There is also the challenge of knowing how to leverage technology for the best results.  Eliminating paper processes helps most people, and yet there are employees who are not comfortable with technology for completing critical paperwork (or maybe any paperwork) such as onboarding, time off requests, or benefit enrollments.  Because of this, it is key to remain flexible and provide options.  Some employees may be fine with touch screen inputs and not utilizing keyboards for typing.  Some may not want to use any technology. 

How do you know when to use technology and when not to? 

·         Ask your employees. 

·         Get feedback on communication and processes. 

·         Provide options such as paper or technology. 

·         Provide support by helping an employee use the technology.

·         Customize technology uses to fit your organization and culture.

·         Be willing to adapt.

With technology and all processes, it generally comes back to communication.  Ensuring that employees receive messages multiple times and via multiple methods is encouraged.  The adage of you need to hear something seven times to remember it still resonates….it may even be more than seven times in our highly technology-driven and distracted world. 

Research by Edgar Dale says we remember:

·         10% of what we read

·         20% of what we hear

·         30% of what we see

·         50% of what we see and hear

·         70% of what we say and write

·         90% of what we do

For us to remember something and to act on it, we need more than an email or other electronic notice to do so.  Take the time to look at your communication practices, how you are leveraging technology, and how you are engaging with employees to ensure you are focusing on the human and the experience everyone is having within your organization.