What should hr stop doing

And what better way to start than to identify what needs fixing. For starters, here are the top 10 things all of us in HR should stop doing. Did you find this story helpful? READ the February issue of our magazine to find out how organizations are doing it. Account Login Subscribe. Stop trying to innovate all the time. Seriously, innovation for the sake of it never helped anyone.

Coming up with a new process, a new model, a new form or format is not really what the business wants of you. Co-opt the employee base as co-creator of your design. Stop coming up with new buzzwords and jargon. Stop falling in love with HR fads. They are shiny, attractive, uber-cool and when you see a new one you feel you just have to have it in your own organisation.

But soon you become suspicious. Stop doing annual performance appraisals. This is an easy one. Think how much better life would be if someone could banish this tedious time-wasting HR tradition forever.

Well someone can. And that someone is you. For most people and most organisations the annual performance appraisal is probably nonsense. But are appraisals the best way to deal with these issues? Stop giving weird and fancy names to ordinary things. Not any more thanks. Why do we do this? I guess it makes us feel good, and is a way of bigging up what we do.

But in the end it damages our profession because it hinders clear communication, creates confusion, and people see through it for what it is. Nonetheless, this kind of exercise may open up your eyes to see a vision of what HR could be even in the face of fewer resources. This wholesale reimaging is certainly more inspiring than thinking about hundreds of small cuts one might need to make to achieve a budget reduction target.

Search for:. September 8, Automate everything If I were building from scratch, I'd be tempted to adopt the mantra that all tasks must be automated. Lean on outsourcers and gig workers If I use outsourcers I'll need to cut my headcount even more to pay for it, yet I believe that in many cases outsourcers do more for less. Conclusion It's much harder to transform an existing HR function than to imagine what one would do if starting from scratch.

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