In the Office June 2004: Executing Your HR Decisions

Editor’s Note: Last month, we discussed two of the four components of making effective human resource decisions: Making the right choice and using the right words. We cover the remaining two this month.

Making the right human resources decision continues to be one of the most difficult challenges for business owners and managers. Last month, my column included two of the four components for effective HR decision-making: Making the right choice and using the right words to convey your message.
Now, we’ll provide you with the other two essential components to help you make smart HR decisions.

THE RIGHT TIME. This one can be difficult to control and, many times, human resource decisions are necessary in response to unrelated events. Some of the HR decisions of which we can control the timing (to some extent) include terminations, coaching, hiring, compensation changes, performance evaluations and conflict resolution. When possible, plan to execute your decision at the right time.

Let’s say, for example, it is necessary and prudent to reduce the commission schedule for a position and you’ve eloquently prepared your communication. The question is: when do you deliver the news? (And I’m not talking about the difference between Friday and Monday.) Answer: Not when the employees are looking at their paycheck stubs! The proper timing would be well in advance of the effective date (normally, one to two months prior). Advance timing in this example may not be “legally” required, but failure to provide it can negatively impact morale, leading to a series of events that could be more costly than legal action. Choose your time wisely. There can be a significant price to pay if you act too quickly or if you delay essential action.

THE ABILITY TO EXECUTE. This one relates to leadership experience and personality. Let me explain. I once had a client – a nice guy – who often called for HR advice. He had some tough issues on a regular basis. We brainstormed together and reviewed all of the facts and details. Eventually, I would carefully and specifically lay out my recommendations for action. I knew he was the kind of guy who needed details, so I painstakingly described every fine point and made sure he wrote it all down. Time after time, I would learn that our strategy did not play out correctly. Why? Because – and my client would admit to this – he simply could not execute the plan. He did not have the assertiveness, nor did he have the follow-through desire or ability to see the decision through to the end. It always fell apart about halfway. The reality was that this guy was a great technician-turned-business owner. Unfortunately, he did not have the passion or personality to implement the HR decisions. If you cannot or do not execute your decisions, your life as a leader will be stressful and the success of your business at risk. If you’re one of these people, build your team with talented people who can help you execute effectively.

CONCLUSION. There you have it – make the right choice and then execute your HR decision using the right words at the right time – four simple sounding, but not always easy to implement, interwoven components to effective HR decision-making. In my experience, I have found that leaders with a void in any of these areas will be limited in their ability to develop the business. I apply these principles to every consultation and I am certain that if you do the same, you will enhance the quality and outcome of your people decisions.

The author is president of Seawright & Associates in Winter Park, Fla. She can be reached at 407/645-2433 or jseawright@seawright.com.