There's no doubt an engaged workforce is a productive one - but how can you prove HR initiatives are good investments? We speak to Peter Coyne of Crown Melbourne, Lee Golding of Travelport and Craig Mason of The Next Step for their thoughts on showing the value of staff engagement programs.
Video transcript below:
Stephanie Zillman, HC TV
Stephanie Zillman: Hello, I’m Stephanie Zillman and you are watching HC TV. For any HR strategy to bring success, it is vital it has company support. Getting this backing is not always easy as benefits of HR initiatives can be difficult to measure or project. Lee Golding of Travelport says HR leaders must take the time to ensure their pictures to management are well understood.
Lee Golding, Travelport
Lee Golding: The more you can demonstrate that your initiative is actually going to bring value to the company, more likely it is you are going to get that investment and it’s not necessarily easy for some of the HR areas. You know leadership development takes time to pay back and you know the old debate about how you measure it, but certainly you know surveys can give you good feedback over time on progress you are making and you know the performance of the business should also help demonstrate that value as well.
Stephanie Zillman: But it is not all about statistics. Karin Adcock of Pandora says HR professionals need to communicate the benefits of a strategy on other levels.
Karin Adcock, Pandora
Karin Adcock: I don’t think it is something you can just measure in some numbers. There is a lot of general fear around whether you are putting the right initiatives in place to make sure that the staff you have are engaged and feel valued and feel that they make a difference.
Stephanie Zillman: It is for this reason HR personnel need a direct relationship with upper management. Peter Coyne of Crowne Melbourne says without that plans are already dead in the water.
Peter Coyne, Crown Melbourne
Peter Coyne: If they are not then that HR function is in dire straits. HR needs to be at the table to be an influence and to be well informed about the broader strategy of the business, if it’s going to really support the delivery the execution of that strategy. So it’s very very important for the HR leadership to be well represented at the executive table, it’s absolutely critical.
Stephanie Zillman: The solution seems to be about taking control. Craig Mason of the Next Step says HR professionals must be involved during every step of an initiative.
Craig Mason, The Next Step
Craig Mason: Take a concept and an idea and design that and develop it, execute it and then evaluate it. And that’s not just for personal satisfaction, I think that’s also that people know that’s my ability to be able to show runs on the board, that I personally took something from a concept from an idea that I might have had or you know came through the strategy of the organisation and I took it right through. So that when they are sitting in front of their potential new employer or their current employer, they can say you know this is something that I have delivered, I have been able to execute and it gave a specific business outcome.
Lee Golding: We need to become more analytical and tie back to business benefits as much as possible. That’s certainly something I ask of my team on a regular basis.
Stephanie Zillman: For more on communicating HR initiatives, click around HC Online. I am Stephanie Zillman and I will see you again soon on HC TV.