HR Represents the Employees in the Boardroom

Most companies claim that people are their most important asset, but sometimes those are just words spoken and not always evident in their actions. The work of the company is accomplished through their employees, so the board needs to be connected to the people and appreciated. HR needs to be in the boardroom to understand the business’ objectives and challenges so that the workforce will be aligned. Board members will also gain important insight into their employees and have a better understanding of what employees need if HR is present and allowed to routinely present information about the workforce. HR having a seat at the table will be positively noticed and appreciated by the employees and by enlightened investors.

 

As the culture carriers an organization, involving HR in key company decisions can be the difference between a workforce that is engaged and one that is disenfranchised. Mary Ann shares five key ways that HR can help drive company decisions.

1. Create the Culture Your Company Needs — Gain agreement with the top leaders on what the culture should be for your company’s success. The first step is to know your employer brand. Talk openly about the vision of the ideal culture as often as possible internally and externally. At one company, we were growing with the goal of being known as Number One in our industry. That goal was adopted by all employees, and there was so much pride in every achievement as we made strides forward. Every employee believed our product was the best, understood how each role supported the company’s purpose, and genuinely wanted to see the company succeed. This common goal brought us together, and we celebrated each milestone along the way. It was a positive atmosphere, inclusive culture, and a great place to work.
2. Be Transparent — Whenever possible, be as honest and transparent as appropriate with your team and with all employees. If times are difficult, share what is happening and ask for input. If things are great, tell everyone and celebrate your success. Town Hall meetings, newsletters, internal portals/intranets, surveys, etc. are all platforms you can and should use.
3. Trusted Advisor is a Vital Role — As a professional HR executive, it is critical that you build relationships and prove yourself as a trusted advisor to each senior leader within the organization. To do this, you must stay current in your field, be professional in all situations, guard confidential information, stay aware of all happenings within your company, and coach appropriately to help each leader be seen in the best light. This takes time and effort. Schedule one-on-one time with each person, whether that happens during the workday, at lunch, cocktails after work, or whatever time and place works best for both of you. This is an investment that will pay dividends.
4. Mission, Vision, and Core Values Matter — Be the champion of making certain your company has clearly defined mission, vision, and core value statements. These statements should be concise, written using words laid out in a way that all employees can memorize the mission and the vision and give a good summary of the values. Publish the mission, vision, and core values everywhere — the website, on posters/prints throughout the office facilities, in annual reports, opening slides for onboarding, planning meetings, open enrollment, etc.
5. Become the Ambassador of Your Company — As an HR leader, you should be seen as a spokesperson for your organization, a cheerleader when needed, and a strategic guide on keeping the company heading in the right direction. Only speak positively about your organization in public or with employees. Learn everything you can about your company, stay abreast of what is happening in all departments, offer your help on projects, and always be the ultimate professional.

 

In high-stress situations, it can be difficult to see the forest through the trees. Mary Ann shares three common mistakes she has seen business leaders make when faced with hard decisions and advises how these can be avoided in future.

One mistake is to make decisions only looking at the current situation, not reflecting or looking forward. As an example, layoffs should be a last resort. I have seen organizations make knee-jerk decisions to reduce headcount to make the bottom line temporarily look better without trying to find other ways to improve their financial situation. Take the time to look at every option and understand what the impact of the decision could be. With layoffs, some of the best employees will decide to leave the company rather than take the chance on things getting better.

A second mistake is not having a trusted circle at the senior level. I have been fortunate during most of my career to be part of the executive team that openly discussed amongst ourselves what was happening throughout the company, and each of us had input into key decisions. However, I have been at companies whose CEO and/or CFO would not confide in others and made high-level decisions in a silo. The best outcome happens when you have multiple inputs with broad insights and a shared vision of what can be.

A third mistake for privately held start-up companies is the founder not having an exit strategy. When a company grows to become a very large organization, makes an acquisition, is acquired by another entity, or has been around for a long time, often the founder and CEO may not want to continue as the leader or might not the best person to run the company. An HR professional who serves as a trusted advisor can assist the CEO in making plans that will work for both the CEO and the business.

Finally, some companies need to seek help for their HR and payroll functions. Flex HR is poised to do whatever it takes, but the company needs to reach out to us. It is a mistake to think that you can do it alone if you do not have the resources.

 

 

HR leaders have expansive business expertise, but when the opportunity presents itself, they are often overlooked for CEO jobs. Mary Ann suggests this is short-sighted.

My experience has been that some board members and senior executives do not understand nor value the importance of human resources in a company. They think of HR as handling the hiring and firing of staff, securing employee benefits, ensuring compliance with labor laws, and taking care of any other people issues. Many do not realize the experience and education required for a CHRO to do their job. They also do not know that most CHROs have had experiences outside of HR, such as being part of a team on projects within different departments, perhaps working in non-HR-focused roles in their past, or leading professional or community associations. Not every CHRO aspires to be a CEO, but if a CHRO knows the business, has great relationships within the organization and industry, and exhibits the skills needed to be the CEO, give that CHRO a chance.

 

The Importance of Skill-Building as an HR Business Partner

Communication skills are critical for senior HR business partners — written, verbal, presenting, non-verbal, and more. Communication is two-way. You must fully comprehend the message and be able to share information.

Flex HR can also provide assistance, working with you and your HR team. During my time with Flex HR, I have audited processes, handled key projects, and coached senior HR leaders to improve certain skills, take risks, and find their footing within their company. We work to make the HR leader look good!

Additionally, professionalism is a skill. Knowing what to say, how to dress, good etiquette, how to act in various situations, and more should be a top priority. While the workplace is more casual than it was years ago, senior leaders — especially senior HR leaders — need to look and act the part of the ultimate professional.

 

Q&A with Mary Ann
Can you tell us a bit about your ‘backstory’ and how you got started?

I started working part-time while in high school at the electric utility in my hometown in the Operations Department, performing various administrative tasks for anyone who needed help. I was fortunate that while in college I continued to work there when home from breaks. While working at the utility, I learned the importance of going beyond my assignments to gain knowledge, and I also saw firsthand the value of good relationships across all departments. When I began working full-time, I sought out mentors who encouraged me and gave excellent career advice. My mentors told me to become active in professional organizations, which I have continued to do to this day. My early roles were as a secretary/administrative assistant, but I always volunteered to help others whenever possible with projects in different departments and took on assignments beyond my job. My roles progressed from “Administrative Assistant” to “Assistant to the President” to “Director” and then “Vice President” within a few years thanks to being in the right company with the right executive giving me the chance to succeed. Because I gravitated towards HR responsibilities, my assignments began to focus on the people aspects of the business. With the different HR jobs I have held over the years, I continued to seek employment at companies where I was allowed to be an integral part of leading and developing a team and senior management. Now as a consultant, I use lessons learned from my experiences to help organizations with their HR needs.

 

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

“Happiness is a matter of choice.”  Years ago following a downsizing layoff, these words reminded me that even in the most difficult, challenging situations, we can have a positive outlook, see the best in others, and find joy in the journey we are experiencing, even if it is a journey we did not want. Our mind can control our feelings, allowing us to create some level of happiness if we want to do so. Anxiety, anger, and sadness should be limited to an appropriate time and place, not an everyday occurrence. True happiness not only encourages you, but it spreads to others. My motto is: Choose Happiness!

 

Thinking back on your own career, what would you tell your younger self?

I would tell myself not to hesitate to make a decision to leave an organization if the company is not aligning with your personal mission and values — there are other companies who do. I have stayed hoping things would improve when I knew deep down that they would not. Change happens, such as a new CEO, and some changes can cause your career to be rocketed forward or perhaps shifted in ways that do not suit you. It is good to give any new situation time for evaluation, but if it isn’t working, it probably means you need to take your talents and skills to a place where they will be utilized and appreciated.

Learn more about Mary Ann

Check out Flex HR’s website and Mary Ann’s LinkedIn for more!