Leading a human resources team is a significant challenge. Beyond the essential hard skills, such as proficiency in HR technology and an understanding of complex issues like benefits and compliance, HR leaders must also possess a range of soft skills. These include empathy, effective communication, strong organisational abilities, and leadership.
Today’s HR leaders are more than just payroll processors and recruiters; they are strategic partners who assist managers and executives in steering their organisations toward success. Recent developments, such as the implementation of remote work policies and the reform of performance management practices, have highlighted the crucial role of technology in team success. HR leaders have increasingly focused on employee mental health and well-being, while many workers are now prioritising a purpose-driven approach to their careers. These changes have underscored the need for strong leadership within organisations.
The demand for exceptional HR leaders is evident, but what exactly defines a great leader? The qualities that make an HR leader effective can vary widely between organisations. What makes someone outstanding in one context may not apply in another. While different departments may have their own interpretations of effective leadership, one consistent trait stands out: in times of crisis, a great leader is one who can adeptly navigate disruptions and communicate consistently.
Organisations have always relied on the expertise of HR leaders, particularly in areas such as labour laws, benefits, compensation, medical and family leave, and various policies. However, today’s most successful HR leaders also possess a strong understanding of organisational psychology, employee engagement, and best practices in diversity, equity, and inclusion (DE&I).
To stay informed about the latest trends, research, and developments in HR, it is essential to engage with global publications and websites. Additionally, keeping up with locally relevant publications can help you stay updated on regional labour laws and community changes.
Attending industry events is another valuable way to connect with peers from different organisations. These gatherings provide opportunities to learn new tactics and strategies, gain assistance in solving complex problems, receive recommendations for vendors and products, and explore emerging ideas in the field.
Continuous learning is a hallmark of effective HR leadership. Therefore, it’s beneficial to seek out degrees, short courses, diplomas, lectures, and online learning opportunities to enhance your own knowledge as well as that of your team.
Leaders in organisations often face the need to make quick decisions, especially during times of crisis or change. In such moments, honesty and transparency in the decision-making process are essential for maintaining team morale and achieving success. Employees rely on open and truthful leaders to build trust within the workplace. HR leaders can foster honesty and integrity by implementing regular check-ins and communication channels. This creates opportunities for teams to discuss new developments or potential challenges, ensuring that employees have a consistent and reliable communication schedule.
While consistent and honest communication is vital, great HR leaders must also deliver powerful messages that resonate with their teams and stakeholders. Effective communication reflects a leader’s understanding and conviction in their message, which helps to alleviate uncertainty among employees and ensures that everyone receives the necessary information.
Before announcing changes within the organisation, leaders should consider potential questions or objections that may arise. By preparing for these discussions in advance, they can strengthen their message and address concerns directly. It’s important to recognise that not all employees prefer the same communication methods; some may find meetings effective, while others might prefer emails, memos, or recorded videos. Engaging with your team to identify their preferred forms of communication can help you refine your approach to better suit everyone’s needs.
Exceptional HR leaders must also be innovative and embrace design thinking. These skills enable them to quickly adapt to changing circumstances and shape the organisational culture. Design thinking incorporates tools from the design field to better understand human behaviour. The goal is to avoid making risky decisions based solely on instinct or past experiences, which may not be relevant to future situations.
To effectively engage and retain employees, HR leaders should look beyond their own field and consider practices from other industries. By treating employees as customers, they can apply the best sales, marketing, and design strategies to enhance the employee experience. Collaborating with other departments during the ideation phase can help address organisational challenges and foster innovative solutions.
Creating a vibrant workplace culture is essential for keeping employees engaged, healthy, connected, satisfied, and performing at their best. This culture doesn’t develop on its own; it requires intentional effort and leadership. It’s important for HR to move away from the traditional model of being merely administrators and instead adopt a vision that positions HR as the key resource for managing an organisation’s most critical asset: its people.
Recent discussions among Chief Human Resource Officers (CHROs) indicate a significant shift in how HR approaches talent management. Over 98% of CHROs are contemplating a move away from mechanistic skill assessments towards a more dynamic focus on the employee experience. This involves not only addressing contractual obligations and safety but also embracing a broader perspective on diversity, equity, inclusion (DEI), and employees’ sense of purpose.
Research from McKinsey has shown that companies are re-evaluating the employee experience to respect individual differences while adapting to rapidly changing environments. By identifying employees who require additional support, organisations can foster a sense of well-being and cohesion across the workforce.
Strong relationships between employees, their colleagues, and managers are fundamental to job satisfaction and performance. However, a recent survey by the American Psychological Association revealed that 75% of respondents found interacting with their immediate boss to be the most stressful part of their jobs. HR leaders have an important role to play in educating managers about their critical impact on workplace relationships and integrating this into their development and performance evaluations.
As the CHRO of a major financial institution noted, “When the rubber meets the road, it’s all about helping individual employees. This can’t be managed by an app. A real talent manager has to sit down with the boss and the employee—in person.”