PUT ME IN, COACH: Human Resource Managers in the 1990s

Put me in coach, I’m ready to play.” These words evoke images of the athlete who practices hard and diligently but, for some reason, never gets into the game. Ignored by the coach, except when the game has been either won or lost, the player wonders about his role on the team. “Is all the hard work and preparation worth it? Why doesn’t the coach put me into the game when it really matters?” The situation eats at him until his self-confidence begins to weaken. “How well will I play if I ever get into the game in an important situation?” The position of many people working in the human resources function is analagous to our enthusiastic but apprehensive athlete.

Historically, a lot of senior managers have seen and treated “personnel” as a dumping ground. “He can’t make it in the line, but he’s good with people. Put him in personnel.” Given this attitude, it is not surprising that many human resources professionals never get into the corporate game when it matters — when strategies are being developed and critical decisions are being made.

This exclusion of human resource managers from the real game is strange, given the fact that almost every corporate annual report contains the statement that “people are our most important asset.” And what annual general meeting could pass without the ceos stating emphatically that everything that has been achieved was the result of the marvellous efforts of the organization’s people. And yet, the senior human resources professional, the person whose job description outlines responsibility for the people side of the organization, is left on the bench when important planning and decision-making take place.

Will this situation continue in the 1990s? In some organizations, it will. But in many more, the coaches — veteran and new — are recognizing that the game has changed. In an era being dubbed the age of technology, it is ironic that senior managers everywhere are starting to understand that people are their most valuable asset. If people are not performing to their full potential, the company will not perform to its full potential.

Not only the game has changed — so has the team. Our athlete, referred to above as “he,” could just as easily be “she.” Several key players of the team may also be women. The male image traditionally associated with sports does not fit with most of today’s companies. The macho management style is disappearing and is being replaced by a finesse orientation based on an understanding of what makes people tick.

The elements of human resource management should be developed in such a way that they are mutually supportive. Let us examine some of these elements in detail:

* Expectations and objectives should relate clearly to the organization’s mission and goals. An organization dedicated to sales must be dominated by sales-related, as opposed to administrative goals.

* An organization that claims to value teamwork should design jobs so that teamwork is not only possible but required.

* Development and training should reflect the values and priorities of the organization. This implies not only strong focus in training activities, but also the need to make training programs fit with the character of the organization.

* Consistency in development and training is critical; an organization that values participation should ensure that its training program content reflects these values.

* Benefit programs must meet the individual needs of employees. This is particularly important for a company which places high value on the individual and his or her unique contribution.

* Performance appraisal systems often are not particularly useful. Some corporations talk about their results orientation and then appraise employee performance on the basis of personality traits. The message is all wrong. Constructed and used properly, the performance appraisal system can help ensure that the organization’s priorities are being met. But to do so, the appraisal system itself has to reflect those priorities.

* Total compensation programs, such as bonuses, commissions and share ownership programs, can do an enormous amount to send strong messages and influence behavior tgoward organizational priorities. A firm that says it values performance and then awards standard salary increases or bonuses regardless of performance is sending an inconsistent message.

* Recognition of the performance of individuals or teams is critical. Organizations that value the contribution of all employees should ensure that the efforts of employees at all levels, not just managers or professional staff, receive recognition. A firm that values excellence in service recognizes those who excel in this area, not just the top sales people.

* Support for employees should be important to all organizations. Support programs can include employee assistance, fitness, day care, and so on.

* Career planning needs to reflect the organization’s concern for its employees. A company that talks about employee loyalty and its commitment to its staff, but then leaves people to fend for themselves when it comes to career planning and development, is giving a contradictory, demotivating message. A firm that says it values performance and then awards standard salary increases or bonuses regardless of performance is sending an inconsistent message.

PERFORMANCE

APPRAISAL SYSTEMS

ARE NOT PARTICULARLY

USEFUL AND

CAN SEND THE

WRONG MESSAGES.

It is essential that human resources personnel acquire insight into their organization’s future directions and what they mean in terms of the total managerial system.

Next, a careful review of each element of the framework is required. Each has to be assessed in light of the vision, mission, culture and objectives of the organization.

Determination and leadership are essential components in successful human resources management. Human resources employees should be the champions of change, not passive order-takers. Willingness to jump into the fray and play an active, leading role is part of the game.

Generally speaking, human resources professionals are well educated and trained. Many have the interpersonal skills required for that task. Are they prepared to take the risks inherent in throwing themselves into the action? For many, the answer is “yes.” For others, long accustomed to the passive, order-taking approach, the challenge will be too great. In these cases, companies serious about their future will make changes in their human resources staff. Organizations that really understand the importance of people to their success will not tolerate a lack of leadership in this area.

To complete our analogy, the game will get increasingly tough and competitive. The team will need new skills to succeed on a long-term basis. Our athlete can add that critical dimension if he or she can rise to the occasion. In the coming years, coaches will be telling our athlete to get in the game. They will be counting on our athlete to be a team leader. That is the future for human resources management.