Getting Beyond the Echo Chamber: Selling the Value of HR Outside of HR

“I’m fine, thanks. I’m enjoying in my major. Actually, I love HR. Thanks for your attention. If I need help, I will let you know.”

This note from a student at one of the universities here in the Middle East, someone who is majoring in HR. He reached out to me over LinkedIn, and in my response, I told him if he needs me in any way he should feel free to reach out.

As I was responding to that note, I smiling thought of my upcoming lecture at the University of the Emirates in Dubai where I will be a guest lecturer to the class of students that are working towards their Bachelor of Science in HR. I was invited by the dean, Dr. Singh, who I met on a panel she chaired at a recent conference in Dubai.

I enjoy talking about what we do to the HR audiences, but there is another side that needs to be approached.

Getting out of the echo chamber

Cultivate An ‘Employee First’ Attitude: The New Business Model

“This is the most significant investment we’ve made in our partners since the introduction of Bean Stock.”

I read that statement with interest the other day. Starbucks staff, referred to as “partners,” will now be eligible to receive partial tuition for the first two years and full tuition for the final two years of college.

“We've always known that our partners work hard every day,” Cliff Burrows, president of Starbucks’ Americas region, said in a phone interview. “This is the best way we can serve them.

Check out my latest post at CEO.com

Leading Change: If It Doesn’t Bring Value, We Shouldn’t be Doing It

“We cannot solve problems with the same thinking we used when we created them.”

That quote is from Albert Einstein. That is such a poignant quote when we think of change, new solutions, and how we approach problems.

I figured out a long time ago that it takes the same amount of energy to be negative as to be positive. But, I have also noticed a pattern that when some new idea or new approach comes out, people come out of the woodwork with skepticism.

Give credit for a new approach

Just the other day I read about Zappos restructuring their recruitment process. Almost immediately, all the naysayers came out of the woodwork about how it was not going to work.

“Always Be Closing” and You’ll Find It’s Really “Always Be Helping”

“Too many people looking for jobs save their elevator speeches for job fairs and interviews. Remember the first rule of sales: ABC (Always Be Closing). Give your elevator speech to everyone — at family gatherings, in the waiting room of the dentist, at coffee hour at your church or temple. You never know where the next job is coming from.”

That  was from a classic Harvard Business Review article.

This past week I attended Talent in Emerging & Growth Marketsconference being held in Istanbul, Turkey. I was honored to serve as the co-conference chair as well as one of the Day 2 keynote speakers.

The sponsors put forth an amazing array of talented HR professional from around the world. A few of the speakers who were senior level HR representatives who have since become independent consultants. This was precipitated by HQ moves or restructuring, or other things like that.

Every interaction counts

Manager’s Mantra: Walk the Talk, Give Credit, Admit When You Don’t Know

“No one thought it was a great idea, especially my boss. They finally gave in because I pushed so hard. Well you know what? It was the best and most popular part of the show. Everyone raved about it, however, I am sitting here incredulous because on the call my boss took credit for it all. I can’t.”

That statement came from a Millennial I know who is beyond disgusted with her job. She loves the company but the manager wants all the credit.

I have always said that you learn more from bad managers that you do from the good ones. My response to this woman was to schedule an offline meeting, and the major point of discussion should be work-projects and ownership. At least you are drawing a line in the sand, but do not get your hopes up.

Give credit where credit is due

My view of managing people is that you must enable each of them to grow. I want people to leave a better person than when they were when they first met me. I want them to always keep in mind the positive approach to people and their development.