If we want the support of HR departments in implementing these changes, it won’t happen overnight but it’s certainly possible. Lara Plaxton, head of HR at FDM Group said: “Don’t panic or rush into something. Take the time to change your own mindset first, and then other people’s”. By taking the time to think things through, you will be better prepared when the time comes.
To change your mindset, start by observing the trends around you and look at what the best practices are. Who is disrupting the industry and what are they doing that you admire? You might also want to work with an executive coach who can help you prepare for the change.
As you prepare to make a change, Helen Amery, founder of Wild Fig Solutions says: “Undertake a strategic review of people practices: performance and development reviews, succession planning, learning & development, rewards, recognition – is it only upwards moves that receive focus and recognition?”.
Indeed, while outsiders may be observing and analyzing the trends, the change has to start from within. In order for that to happen successfully, HR managers and departments need to be ready to embrace it, and believe in its importance.
As the industry shifts towards People Enablement, the responsibility doesn’t lie only on HR. The implications of this change are such that senior leaders, managers, and individuals themselves need to be prepared for this new way of working and thinking about careers. But the opportunity for HR is to lead the change.
Further areas of development for HR leaders to explore as companies make the shift towards people enablement are leader development and growth culture.
“We need leaders who understand what it means to create an environment where individuals can explore and reinvent themselves. More importantly, leaders need to reinvent themselves at the same time.” says Heather Hanson. Indeed, part of today’s leaders are still from previous generations where work was viewed very differently. People sought a job for life, and weren’t actively seeking purpose or meaning in their jobs. In this environment, a top down work culture was not uncommon and worked well. However today’s outlook is completely different. If leaders want to adapt, they have to unlearn a lot of how they’ve functioned over the years and try new methods that will likely be a bit uncomfortable to start with.
Hanson Wickman added, “I’d urge HR managers to take a good look at their current culture and determine how compatible it is with a culture that enables others.”
And while leaders should most definitely set the example, people enablement needs to be embraced on all levels. Individuals themselves should seek change and workplaces that offer them a different way of looking at their careers. Plaxton said, “you need a diverse group of people for true people enablement” — companies should be aware of the champions they may already have in their midst.
Do you believe People Enablement is right for you? Learn how Impraise can help support you in building out a plan that works best for you and your people. If you want to get started by yourself, download a free copy of our latest Impraise Guide to People Enablement Programs, below.