In one of my programs – Aligning HR Objectives with Company Strategy – we do an HR objective setting exercise. Since my schtick here at Uncommon is to inspire purposeful engagement in meaningful work, the exercise goes a little deeper than the typical setting of “SMART” goals. We start by asking ourselves what we want to accomplish as HR leaders and then we ask why. And why again. And why, and why and why. Many of us have used “The Five Why’s” problem solving technique developed by Sakichi Toyoda and I sometimes like to use it to delve into purpose. Asking ourselves why a particular accomplishment is important to us can uncover a treasure trove of meaning, a true north to purpose and is often where you can find tremendous gratification. [Click to Tweet]
I’ve also used this approach to either test the strategic applicability of HR initiatives or to influence their adoption. For instance, the concept of employer branding (how you market your company to desired job seekers) may not immediately strike your CEO dumb with awe and compel them to open the checkbook for scads of funding. However, when you apply the five why’s you can find and then present a much more compelling business impact. Like so:
We should do employer branding (Why is that important?)
- Because it will showcase who we are now and who we want to join our company (Why is that important?)
- Because we are known for what we were and who we used to hire and we need to attract new and different talent (Why is that important?)
- Because our strategic plan calls for technology innovation that we don’t have the skills for and we need to compete with different types of companies for this talent. (Why is that important?)
- Because if we don’t get strong talent in these areas, we won’t meet our milestones and the board’s expectations. (Why is that important?)
- Because we have stated that failure to meet these expectations will result in non-funding and failure of the business strategy.
Do we have the CEO’s attention now? I think we’re closer!
In terms of finding common purpose between the CEO and HR, this approach can make all the difference. A note of caution – when it is your deepest wish to execute on a particular HR initiative, be certain that it is indeed in line with organizational strategy. If you are struggling to make the connection – even if you know it’s a great thing to do (a benefit program, internships, wellness programs, four-day work weeks, insert-your-pet-HR-project-here) – it may need to be back burnered.
Maintain credible, defensible, strategic connection and your HR leadership will earn long term respect and admiration. [Click to Tweet].
HR leaders and leaders-to-be! If you are interested in learning more ways you can become more aligned with your CEO mission and goals, consider joining UPschool. UPschool‘s online membership provides access to programs, expert guidance, tools, templates and workshops to HR professionals looking for personal and professional growth.