This article is part of the Renegade Manifesto Series.
People are your organization’s number one asset. The building, the systems, the products – they’ll all become obsolete and they will all be replaced. Your people are your business.
The best companies understand this and use it to their advantage. The average companies – the ones that tucker along and never do anything remarkable – don’t. Or they do, but don’t have any type of cohesive people strategy. Keep reading…
Sharlyn Lauby (aka the HR Bartender) is so Renegade and she doesn’t even know it.
A couple of weeks ago, Sharlyn penned an incredible article titled, If Your Marketing Director Ran the HR Department. Among her insights:
- First and foremost, they would know how the organization makes money and where they spend it.
- They would always be looking for talent.
- They know what their customers want and are constantly developing products to fit their needs.
- HR wouldn’t be about policies and procedures; it would be about doing things to benefit the organization.
Sharyln explains perfectly the Renegade Manifesto principle: “Don’t ask for a seat at the table. Take one.” HR is all about helping people do things that support the business. You can check out the full article here.
Welcome to the revolution, Sharlyn! (I’ll take a glass of pinot noir, please)
Is HR a science? Last week, Laurie Ruettimann of Punk Rock HR posted an article in which she wrote,
I’m asking my fellow HR colleagues out there to quit pretending that our profession is rooted in science. It isn’t.
HR can actually be more of art – I’ll give her that. When you’re dealing with people, things are rarely black and white. But that doesn’t mean you shouldn’t act like a scientist. Keep reading…
Lance Haun over at Your HR Guy wrote a kick-ass article the other week about how to be an HR Renegade. Lance says:
The biggest push back I get from other HR practitioners about this is that management won’t allow them to be part of the solution. Wah wah wah! Do what other departments do…
Sounds a lot like part of the Renegade Manifesto: “Don’t ask for a seat at the table. Take one.”
Lance’s suggestions?
It’s a great read. Check out the full article here.
Photo by lumaxart
One thing I’ve always found odd about HR professionals is that they consider organizational development to be a completely independent subset of human resources. “Tom does recruiting. Sally specializes in OD. John in our compensation guy…”
I’m going to be blunt: If your recruiters, compensation specialists, trainers and so on aren’t “OD people,” they’re not doing their jobs. Keep reading…
How does Subway try to differentiate themselves from Quiznos, D’Angelo’s, and the plethora of other sandwich shops throughout the country?
It’s tempting to think “speed” – they are a fast-food franchise, after all. But they don’t claim to be faster than the other sub shops, so it’s not that. Think about their motto: “Eat fresh.” What comes to mind?
Quality. Subway competes on quality, and with their new “Five dollar foot long” campaign, also on price.
As a franchised business, Subway’s corporate office has little control over the management practices of their individual stores. So how do they align their talent management at a shop level with their UVP (unique value proposition)? Keep reading…
There are two types of HR professionals in the world:
Unfortunately, far too many human resource pros fall into the former category and not the latter.
If you work in human resources, there are two main things you should be focused on: Recruiting great people, and inspiring them to do amazing work. That’s where you add value. The other stuff – benefits administration, policy writing, dealing with employees who act like children – is necessary, but it doesn’t add value. It keeps risk and costs down. Keep reading…