4-Part Series: The Power of Highly Effective HR (Part Three)

by Mammoth Team on April 3, 2018


Define Success and Invite HR to the Table

Once the strategy has been mapped out, you need to help your HR team define what success looks like. In order to improve the contributions and performance of your people, practices, processes, and systems, you need ways to measure them.

Start by identifying some HR practice areas important to your organization and assign related metrics to help determine whether you’re achieving your chosen strategy. Here are some examples:

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The point isn’t to create an overwhelming dashboard of datapoints. Instead, try starting with 4 or 5. If you don’t know your industry’s benchmarks on the datapoints you choose, just set your own baseline and focus on the trend. Is the company getting better quarter-after-quarter?

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It takes effort to set your strategic HR objective and define success, and you’re going to need HR’s help. The best way to ensure their buy in is to give HR a seat at the table.

Too often, business leaders interpret this simply to mean inviting your head of HR, or the person overseeing HR, to more meetings — essentially keeping them “in the loop.” That’s not bringing HR to the table. From a strategic standpoint, HR is not in the loop if it doesn’t have any authority or accountability for the company’s key strategic objectives or the objectives of the teams that comprise it. Like other teams in the company, HR needs to be aligned behind overlapping goals and strategies — it can’t be siloed.

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In the aligned model, if sales is trying to increase its rate of growth by expanding 

smb 8and training its sales team, HR may share some of those objectives, like filling the new positions efficiently and effectively, onboarding those employees, and then increasing the professional proficiency of all team members.

With those objectives, HR might embark on a team goal such as refining its onboarding program or implementing a new recruiting system. But those activities are tied to the objectives of the company and other teams. That is what it means to have a seat at the table.

In part four, you’ll learn how cross-training your company leaders and managers can create HR proficiency in all parts of the business and additional HR options to help maximize your team.

Organizations who work with Mammoth are provided with an overview of the HR program’s progress updates which includes: Overall organizational objectives; Status updates for ongoing priority projects; and Key HR activities planned for the upcoming quarterA Quarterly Business Report is a concrete way to illustrate how the work you’re doing is helping to strengthen your organization and improve the bottom line. Download this free sample QBR. 


Topics: Best Practices