Step 3 – Building HR Credibility - Rethink your Strategies
I am hoping that you have followed Steps 1 and 2 and are truly ready for Step 3, or at least ready for the idea.  In light of the relationships that you have built with the operational managers and your understanding of the business context within which your organisation operates, you can now rethink your strategies. Which HR Strategies or OD projects that you currently have in place just aren’t practical? Seriously. You don’t have to admit it to anyone except yourself, so why not take the time to think about the “on the business” projects you currently have on the table and which of them could potentially be creating more work for the managers who just don’t have the time. Another question, which opens up a whole other blog topic, is which ones disengage your staff rather than increasing their engagement?

If you have a strong relationship with one operational manager in particular, why not sit down with them and talk through your thoughts. This can bring to light some aspects of the strategies that you hadn’t considered and give you a different perspective on the impact for the business. It will also provide insight into the way in which the individual’s implementation of the projects affects their outcome.

I have to be clear here that I am NOT suggesting you don’t implement any “on the business” strategies as some operational managers would love to have none. Rather I am suggesting that you consider how practical and easily implemented they are in terms of business demands and outcomes. No doubt, through your investigations and building of authentic relationships with managers across the organisation, you will discover that a cultural change might be required. With strong relationships, you will be able to sow the seeds that can change the thinking of the influencers in your organisation. Soon you will have supporters at all levels in different departments who will see your approach to OD and HR strategy as practical and beneficial.

Heck, you might just have a good time doing it!

Rather than having to deal with push back on your strategies and projects, why not work towards acceptance and enthusiasm. Your strategies are likely be exactly what the business needs, so it could be more about baby steps and understanding the organisation’s capabilities than changing your strategies – either way, get practical. The theory you have learnt may be inspiring and you can see how the organisation could thrive with their implementation, but let’s keep it real.
 

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