Over the past decade or more, there’s been a world-wide revolution as organizations large and small have taken a stand for coaching as a vital HR strategy and business driver.
Every organization needs to continuously adapt to its business environment. Naturally, responding to external changes requires internal changes, and these changes can range from incremental to transformational. Achieving sustainable change is hard. Arguably the single biggest challenge in achieving change is changing people’s behaviour.
In a world of widgets, what sets those leading organizations apart, time after time, regardless of size or industry? In a word, mindset—more accurately, the HR mindset with its prevailing ethos of keeping people first in the minds of decision-makers.
What does the free mind factor bring to work? Quite simply, everything.
However, it thrives only in certain situations or environments—typically characterized by creativity, innovation, collaboration, originality, and lots of new cool ideas; you get the idea. All of these words relate to the ability and willingness to make new things happen that have and bring value.
You never get a second chance to make a first impression and first impressions are often difficult to change. Innovative onboarding should be a workplace norm, however, the reality is more divisive.
Experienced and natural leaders know the power of listening, observing and asking careful questions to fully connect with their employees. Some leaders are naturally good listeners, but for most it is an acquired skill. Dianne Schilling shared “10 Steps to Effective Listening” in Forbes, which speak directly towards enhancing every leader’s communication skills.
While neuroscience has had ripple effects across various fields of endeavour, one thing that has united them all is that we human beings are “wired to be social and empathetic.” Indeed, it is said that the brain is a social organ. If that is so, why are there managers, leaders and even some HR professionals who find it difficult to consistently access these traits—to provide a genuine and empathetic response—when it’s most needed at work? The answer to this arises from a complex set of factors for which neuroscience offers further explanation.
Human resources as an effective business partner within the organization is increasingly seen as a competitive advantage—as more organizations recognize it as a strategic role improving the interface between human capital and business operations. In short, the HR business partner drives organizational performance adding value.