Strategic HRM: Adjust your HR cycle 3/4

The large HR cycle

The large HR cycle allows you to focus on the longer term.

This cycle includes the HR processes of the inflow, the through-flow and the outflow. The inflow consists of recruitment and selection, on-boarding and reintegration after a long absence. The through-flow is about training and development, remuneration and evaluation. The outflow is all that has to do with the permanent or temporary departure of people: dismissal, retirement, burn-out or long-term illness.
The common factor throughout these processes is on the one hand the (core) competencies, on the other hand the basic psychological needs of people, namely autonomy, competence and connection and finally the talents of people, what they like to do and can do well.

You streamline the inflow, through-flow and outflow into a coherent HR system via strategic competence and talent management.

The small HR cycle

With the small HR cycle you focus on the functioning of the individual employee. This is more the short term.

These are the individual meetings between managers and employees aimed at performance and development. Traditionally, you foresee that the manager conducts annual performance and evaluation interviews at fixed times. To this end, (s)he sets the individual targets in consultation with his/her employee and monitors the results. However, research questions the efficiency of this approach. This short HR cycle is often reduced to a required, time-consuming and frustrating administrative task.

However, the targeted follow-up of employees is particularly important in order to steer results, to achieve the organisation's objectives, and to value and stimulate the employee. A more efficient and contemporary approach for monitoring employees, optimising their development and learning process and responding to their basic psychological needs are the 1-1 meetings and practices such as coaching, mentoring, tutorship and job design.

Leadership

In the small HR cycle, the manager is particularly important. A manager who does not believe that his/her employee can learn something will achieve less good results than a manager who supports, guides and coaches his/her employee to develop his/her competencies and to become better at what (s)he does.

Your role as a strategic HR is to ensure that the manager has the right mindset and the necessary competencies to unlock the potential of his/her employees and to stimulate them to give the best of themselves.