𝐈𝐧 𝐦𝐲 π₯𝐒𝐧𝐞 𝐨𝐟 𝐰𝐨𝐫𝐀, 𝐈 𝐨𝐟𝐭𝐞𝐧 𝐟𝐞𝐞π₯ 𝐭𝐑𝐚𝐭 𝐩𝐞𝐨𝐩π₯𝐞 𝐚𝐫𝐞 𝐨𝐯𝐞𝐫π₯𝐨𝐨𝐀𝐞𝐝.

Yes, we've made amazing progress in many areasβ€”everyone says thatΒ peopleΒ are important. But too often, when the impact of people-centered strategies isn’t immediately measurable in dollars or commercial benefits, it gets reduced to a β€œnice to have.”

But here are the questions we should be asking:

❓ How do we measure productivity increases when people are more engaged?

❓ What happens when we let experienced employees go without properly transferring their competencies?

❓ How likely are new hires to stay and perform faster if they're well onboarded and supported in their learning curve?

❓ How much does well-crafted feedback contribute to higher performance?

❓ How building and nurturing a more diverse team, make us truly more innovative, giving us a competitive edge?

These are complex questions. Taken one by one, they are probably not harming that many organizations, but when they add up, they have debilitating effects.Β 

Some of these questions are answered in studies and surveys that help move the needle, "re-centering" HR strategies but many organizations still think they can manage without fully addressing these issuesβ€”especially when the "cost" isn't immediately felt.

We need to remember something important: employees, former employees, candidates, and their networks share their experiences. They are potential clients, referrals, and even maybe future partners.

We often underestimate the ripple effects of not having a compelling and holisticΒ #HRstrategyΒ that supports, advises and challenges business assumptions.Β #CHRO,Β #HRΒ leaders play a crucial role in building long-term,Β #sustainableΒ organizationsβ€”ones that positively impact not only the share price or immediate dividends but also the broader ecosystem.

#HRforgood.