Recently, I was invited to present at an event tailored to a group of youthful business enthusiasts. At the end of the talk, a new graduate who is struggling to find work asked me a question, “Do you folks in HR now spend more time letting people go than hiring them?”
As a rigorous thinker, I like challenging questions: they keep me on my feet and motivate me to learn something new. However, this question caught me a bit off guard. My instinctive reaction was,
“Oh, that depends.” This sounds like a lawyer’s response, doesn’t it?
“Depends on what?” The inquisitive new graduate was very prompt with his follow-up questions.
“Well, that depends on the organization, the stage of the business, the industry, and so on.” I patted myself on the back for coming up with a quick response that still sounded reasonable. I felt sweat in my palms as I busily searched for a more concrete answer to give them.
Indeed, this person’s question has its legitimacy. Over the past few years, the economic recession has had a significant impact on businesses. Organizations suffer from losing out on projects, having a shrinking budget, and retaining employees. As Human Resources professionals, we often deal with the ripple effect of those circumstances - stay on top of managing various organizational changes, in addition to keeping up with the day-to-day operational duties and legislation changes.
Payroll is one of the most significant expenses of a business. This makes cutting down the workforce an obvious response to stop bleeding. However, work still needs to get done! This is the time when HR needs to become even more strategic than ever before to help businesses sustain themselves in tough times. There are a few things that I think are important to do:
Resource prioritization – Given the tight budget, human capital should focus on the core competencies of the business. By core competencies, I mean the functions the organization needs to perform to stay in business. For example, a client organization is in the e-commerce business; let’s call it company XYZ. They sell products over the internet to reach a wider audience at a faster speed and a cheaper rate. When fiscal times were good, XYZ divided up its people resources between online sales and offline stores. As consumers’ expendable income became less flexible, XYZ experienced reductions in their sales, from both the online and in-store operations. After careful operational and talent analysis, XYZ recognized that its core competency is delivering e-business. Therefore, instead of laying off the employees who supported the offline stores, the company reshuffled its resources to focus on the online operations solely. This change allowed the business to serve its online customers better. Besides, by targeting the online operations, employees can work from home for half of the workweek. XYZ then move to a smaller office with less overhead costs.
Time analysis - One way I have been looking at HR’s cost is the cost of each stakeholder per activity hour. Below is a chart I compiled after tracking recruitment activities for XYZ over six months. This chart shows where the time was spent and where the shortcomings were. As we know, there are key stakeholders (i.e., hiring managers, direct supervisors, payroll staff, IT & Finance staff, etc.) involved in any given human resources activity. If we track the stakeholders and our hourly wages and the number of hours spent on each activity, then we can understand where we can enhance our performance and, ultimately, maximize savings.
3. Staying agile –
“It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.”
In this day and age, the future of work will entail more changes that we may or may not be ready for. There may not be an entirely recession-proof business model, but If HR and business leaders respond with innovative solutions, it will help. At XYZ, HR put up a big bulletin board in the common room, with one question on it for employees to answer as they wish. The question read, “What can YOU do to save your job?” This simple gesture prompted a huge attitude change at the company. I saw the majority of the team working above and beyond the threshold they had reached before: actively following up with customers, and proactively collaborating with people on other teams to make sure all efforts were made to support more sales.
Although company XYZ is struggling due to lower revenue, as are many businesses, I see hope for its future. Yes, the economy is in recession in our province at this moment, but human resources is not. Now is the time for us to be both humane and resourceful to help organizations move forward.
I see. I hear. I experience. is a new column created by and written by Ada Tai, a chartered member of CPHR Alberta. The column is written in a blog format where Ada and invited co-authors will present their own experiences and interpretations of the world of human resources and its impact on business management. This and the subsequent posts are copyrighted materials by the author(s) and only reflect their personal views, not CPHR Alberta’s.
Author bio: With an MBA Degree, a CPHR and a C.Mgr. designation, Ada Tai has been working as an HR professional in a variety of industries and organizations for over a decade. Through her consulting firm, Ada provides effective and pragmatic HR services, corporate training, and job search skills coaching.
Ada’s public speaking skills have enabled her to be regularly invited to speak about HR, people management, career search and networking topics throughout the province of Alberta. She is also a well-respected Instructor at the University of Alberta, MacEwan University and Metro Continuing Education.