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HR Capacity-Building
If one asks the question “Is the flexible workplace a business initiative or an HR initiative?” we would answer that the most effective flexibility is business-driven and HR-embedded. We work with clients to ensure that HR leaders and staff are full partners in developing an innovative, impactful and sustainable flexibility initiative. |
Individual company HR teams will develop very different approaches to making flexibility work. Their participation in an initiative is based on a broad set of possible tasks and roles. We work with HR leaders as colleagues with whom we share expertise – sometimes sharing information, other times training and often simply coaching. Our mentoring and informative style of consultation applies in all these situations. One of our long-term clients described us as: |
“…a true business partner, providing tremendous added value. Working with R&C is the most significant consulting relationship I’ve ever had. They are willing to step up and understand and be part of the process. They are generous in sharing their expertise as it becomes useful knowledge for me in becoming a successful work-life practitioner.“ |
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Tasks A true culture change initiative requires many significant tasks in which a key HR champion and a variety of colleagues plan, design and implement the effort. We offer support, assistance and development in all these areas. Among them: |
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Diagnostic Working to design and execute a process of data review, surveying, focus groups and interviews, HR and business leaders shape the project’s goals and breadth |
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Strategy Drawing on benchmarking, deep company knowledge and external advice, HR leaders will set the broad path to the desired level and character of change |
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Tools Making flexibility real requires policy, procedure and just-in-time training elements chosen and shaped in detail by HR |
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Senior Leaders HR leaders are the gatekeepers of any effort to truly engage senior management in leading a strong flexibility effort and HR choreographs any briefings |
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Training In an era of constrained training time and resources, HR leaders design the blend of live and online manager training, HR train-the trainer and employee training that guide system compliance |
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Communication There cannot be sustained culture change without ongoing and effective communication designed, delivered and maintained by HR |
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Monitoring Establishing a process for adherence to and improvement of the selection process and feeding back progress against business goals is a vital task, yet one easily neglected |
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We establish early on in any project the areas where we will simply deliver key services, those where we will collaborate in implementation and those in which we will train HR leaders to deliver the ultimate service. This division of labor varies in every project.
Roles In the end, an effective flexibility initiative develops more than deliverables and a completed checklist. Within the HR and business leader cohort involved in the effort, a set of roles evolve that are vital to the project’s success over time. They are: |
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Experts After any consultation and training process is over, it is extremely valuable to have deep knowledge of workplace flexibility embedded in the organization, in one or more key HR leaders – this is the key to perpetual development of flexibility |
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Advocates Culture change is an enduring project, strengthened and deepened by the ongoing persuasion and challenge of enthusiastic pioneers – and without them, change falters |
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Trainers In any flexibility project, the training needs are vast and formal resources are limited – and HR leaders taking the training initiative make all the difference |
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Coaches No one is better situated than HR business leaders to support managers and employees in the process of applying for and implementing effective flexibility – and full preparation for this role is critical to extraordinary success |
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Monitors Commitment and expertise are required to design and execute systems that collect data, identify gains and suggest areas for improvement – and the commitment of knowledgeable people to this task enhances the value of these systems |
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Redesigners A great differentiator separating adequate from exemplary initiatives is a focus on continuous development through ongoing redesign – feeling that an initiative is “finished” after a year or two generally leads to very limited outcomes |
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We offer training and ongoing support to the HR leaders playing all these roles, the amount of training determined by the project leaders. |
