Taking on the recruitment, selection and organizational integration of Human Resources directors, selected for my clients, I often meet the phrase “Is it good for something, Petre?”
Every time, my answer is “A good HR Director” is a good one!
But what does a Good Human Resources Director mean? And, good for what?
How good a Human Resources Director is measured in consolidated skills, unmatched expertise, appropriate certifications, and last but not least, tangible and immediate results.
In order to make a classification of HR managers in Romania, we have to take into account the level of expertise, concretized by: the areas of competences held, the number of implemented and cloned projects, the age and the evolution on the positions (junior, senior, , consultant), leadership, organizational transformation capacity, ability to adapt to difficult organizational environments, etc.
Organizational environments in Romania are predominantly toxic, and Human Resources directors are “hands and feet” because General Managers and Entrepreneurs in Romania are not quite professional to validate their skills, actions and results. As a result, they do not let them do their jobs and use them only to represent the company in relation to state bodies (REVISAL and ITM).
On the other hand, the lack of HR skills of General Managers and Entrepreneurs in Romania is the birth of monsters. Practically, the impossibility of professional validation of their HR directors leads to very high salaries and the promotion of criteria other than those related to competencies. This leads to the phenomenon of professional de-segmentation. Concretely, it takes them to an illusory area where everyone confuses seniority and function with professionalism.
The greatest danger for Human Resources Directors
I would like to emphasize the phenomenon of professional desegmentation or “deprofessionalization”. It is a huge danger to both the director and your company. Why and how does it happen? Mainly, as I said before, because General Managers can not validate and capitalize skills and expertise. If there is no one to provoke / decide to upgrade their skills, there will be a constant danger of de-segmentation.
Last week, a client from Constanta asked me to validate a Human Resources Director that he wanted to hire. The candidate was to leave a multinational company and was perceived as a “super profite”. It was the reason why he was going to be hired. After the evaluation, he did not even have the skills of a specialist, even if he was a Human Resources Director in a region of 12 countries. I asked him how he got to this situation and he replied that his General Manager never drew the attention that he did not have the necessary skills. Everything went from inertia. He had nothing to do with the post, but he seemed to be doing it because he came to know dozens of routines used in that company and who seemed competent.
Why do HR managers confuse company routines with HR skills and expertise? Simple, because they never evaluate moms, never. Because he does not have anyone!
What are the strategic objectives of a Human Resources Director?
In practice, 24 strategic components are known to be known and tracked by a HR manager. For the time being, I have chosen to speak to you only 12 of them. From my point of view, the minimum required for the activity base.
- Personnel management
- Recruitment, selection and organizational integration
- Developing and implementing organizational design
- Organizational development of the company
- Achieve and implement objective management
- Implementation and implementation of performance acceleration systems
- Implementation and implementation of performance evaluation systems
- Implementation and implementation of payroll, compensation and benefits systems
- Managing the performance of your subordinate employees
- Managing the relationship with the strategic partners of the company (the HR level)
- Continuous personal development
- Elaboration and implementation of the Human Resources strategy
And the remaining 12 (24) strategic objectives are very important, but it is an important step to be highlighted and implemented professionally at least the above.
What does a Human Resources Director look like with an empirical approach?
In the absence of the necessary skills and expertise, the HR manager has to deal unprofessively with his actions. Here are a few of the manifestations of this:
- It deals with recruitment, but through selection it brings people inappropriate with the organization and increases the rate of staff migration. Of course, she apologizes: “They are no longer good people on the market; Our salaries are lower than at competing companies; No one deals with new employees. It is normal to leave or not perform in the company; They left because the other directors did nothing to keep them in the company “
- It is confused with the General Manager or the Company’s owner. Because it is engaged in hiring people, it becomes “master on plantation” and displays feelings of superiority over other executives or managers in the company. Obviously the employees suffer because “I gave you a chance and I hired you!”.
- Everything he does is empirical and has a sterile or even negative effect. The evaluation system is confusing and generates reticence, contradictions and even demotivation. Why? Because it is not built on a proper and professional methodology. The payroll system is either a captive one (high salaries, impossible to obtain in another company) or an incorrect one (inequalities with similar positions). The plan to equip employees with the skills required to perform the job is transmitted as something mandatory, though unnecessary. As a result, the employee goes to various courses without being the result of an evaluation process, a generator of skills to be acquired. The biggest problem is related to the design of the stations. Most of the times, a simulation stole from the internet or obtained from a guild colleague. Obviously, job descriptions are also copy & paste, from online sources from another company, without having a direct link to a professional way of realizing and implementing a professional design of the station.
What does a Professional Human Resources Director look like?
- Has all the skills necessary for a leader to perform on the job
- Has more than 80% of the technical skills of the post has been overstated and consolidated (can fulfill the 24 strategic objectives of the job)
- It is in a continuous process of transformation and has the ability to turn people around.
- It is a model leader, mentor and coach, and especially successful in everything he does.
- Has a good relationship with the other department managers, being a good colleague but also a good consultant in implementing the organization’s performance acceleration systems.
- They have the role of consultants in the realization and implementation of: organizational design, management by objectives; management for speeding up performance; the relationship between the employer and the employees; the system capable of managing the relationship with state bodies; Employee performance management system.
Professional HR versus unprofessional company
It’s “too good to be true,” meaning to have a professional HR. Under these circumstances, most department managers and colleagues want to see if this is the case. Challenges and tests (obviously unprofessional) are continually fueled.
However, the biggest problems are in the relationship with General Managers or Owners. They do not have the skills to validate this job and become intolerant to the professional HR manager. What happens? I do not really understand anything they want to implement and implement HR in the organization. In addition, a professional HR, sure of it, may give the impression of an infuriated person, which also makes it difficult to implement processes that are so necessary in an organization.
Some kind of conclusion
The Human Resources Director is the most important asset of a company. Choose carefully! If you can not validate it, call a specialist consultant and then let him help you develop and consolidate the company. The Director of Professional Human Resources is worth his weight in gold, and the empirical one is worth at most 800 Euros.