100 days challenge – one outdated HR practice per Day!
Are you overwhelmed by the ever-changing world of Human Resources? Or wondering what outdated HR practices should companies evolve to remain competitive in their industry?
The introduction of new technology, changing societal norms, and an increasingly diverse workforce are all playing a big factor in the transformation of HR; about 63%of organizations expect their workforce changes over the next 10 years. However, not all HR practices and processes are up to date with these trends in mind; many have remained untouched for many years leading to some becoming inefficient or having little value.
HR departments need to evolve and adapt along with the wave of change that comes with technological and cultural advancements. To ensure this happens, here’s your go-to guide on recognizing and replacing those old-fashioned practices that are no longer relevant.
HR experts can use this list to challenge themselves to rethink outdated HR practices so they can keep up with industry trends!
Rethink Company Labor Relations!
The definition of labor relations can be different depending on its context. It is essentially the laws and regulations associated with or for a person’s job, including what kind of work they do, their rate of pay, how many hours they work, etc. In theory, labor relations are usually categorized as part of industrial relations in academic settings, while in practice it most often falls under human resource management. Lectures concerning labor relations sometimes discuss the history of labor law, union creation, bargaining tactics, contract execution, and other pertinent topics relevant to current issues.
Rethink Company Culture!
No matter how well-crafted the strategic plan is, it can fail unless your team embraces the right culture. Companies often have various cultures as well as subcultures, which may be in opposition to one another. Even when a company has its own unique culture, bigger organizations may have co-existing or conflicting subcultures due to different leadership teams driving them.
As proposed by Flamholtz and Randle (2011), an organization’s culture should be seen as its “corporate personality”, formed by values, convictions, and norms that guide the behavior of those associated with it.
Rethink Recruiting!
Recruiting is the process of finding and hiring the best-qualified candidate for a job opening in an organization. Recruiting should be seen as an investment in the organization’s future, and HR professionals must consider how current practices can be improved to attract talented candidates and build a larger pool of potential recruits. Factors to consider in recruiting include creating attractive job postings, building a positive employer brand, identifying diverse talent pools, leveraging social media, and more.
Rethink Onboarding!
Onboarding welcomes new staff members and assists them in becoming established in their position by introducing them to the business’s culture, educating them on the duties of their role, and arming them with the knowledge for achievement. Onboarding is critical to both employees and companies.
People who endure a great onboarding experience are more likely to be productive and stay in their workplace for a longer period. For companies, onboarding helps ensure that new hires are readied for success and comprehend the company’s goals. There are many ways organizations can go about onboarding, so there isn’t one approach that works well for everyone. A few businesses have an ordered onboarding process that includes a sequence of steps personnel must complete, while others choose a casual approach, allowing newcomers to figure matters out as they go along.
Employees view the significance of onboarding; they see well-devised methods enable them to become proficient sooner and accelerate their careers. A fresh hire may want to help your organization succeed, although if a company’s onboarding process is tedious or confusing, those new workers may get discouraged and consider leaving.
Rethink Offboarding!
Offboarding is the process of ending a business relationship with an employee. It includes activities such as exit interviews, transfer of knowledge and resources, and removal of access to systems and networks. Increasingly, organizations are rethinking their offboarding HR practices to create a more positive end-of-employment experience for employees. This can include creating clearer separation plans, creating a smooth transition from the organization, offering well-planned exit interviews, and planning how to job search support will be provided.
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