{"id":1267,"date":"2012-10-29T20:59:18","date_gmt":"2012-10-29T20:59:18","guid":{"rendered":"https:\/\/delandgibson.com\/?p=1267"},"modified":"2021-07-22T18:10:18","modified_gmt":"2021-07-22T18:10:18","slug":"hr-survival","status":"publish","type":"post","link":"https:\/\/delandgibson.com\/blog\/2012\/10\/29\/hr-survival\/","title":{"rendered":"HR Survival"},"content":{"rendered":"

 <\/p>\n

An excellent article in the October Backpacker Magazine<\/em> discussed five emotional aspects of preventing deadly threats. Although the \u201cthreats\u201d facing human relations professionals might not be as extreme as dangling from a cliff, we\u2019re certainly guaranteed a turbulent future. Here\u2019s how the five emotional intangibles in the article might apply to the survival of HR:<\/p>\n

    \n
  1. Assess risk <\/strong>\u2013 As the article asks, \u201cWhat\u2019s the worst thing that could happen if I do this?\u201d Another good question to consider is \u201cWhose judgment would I be concerned about if things didn\u2019t work?\u201d You should also ask, \u201cWhat\u2019s the worst thing that could happen if I don\u2019t do this?\u201d This gives a broader understanding of the risk. For example, the real risk that our economy can go south again would affect your entire company, as well as you. If the risk of the economy going south is greater than the risk of improvement \u2014 and the downside is extreme \u2014 have a contingency plan. How would HR help to manage a 15%-30% drop in revenue?<\/li>\n
  2. Stay calm <\/strong>\u2013 The article recommends that you \u201cTake control by forcing yourself to slow down.\u201d When you\u2019re used to running 75mph, it\u2019s important to stop, breathe, and think. Give yourself the opportunity to find that safe, calm place for observation and reflection.<\/li>\n
  3. Set priorities <\/strong>\u2013 According to the article, \u201cYou need to be able to survive the conditions you\u2019re in. Assess your situation and determine your most pressing needs.\u201d Not all HR risks are equal. For example, the risk of making a poor hire is perhaps the most serious in terms of frequency and severity. Another significant risk is failing to get rid of a poor performer or an employee who is sabotaging your brand on social media. What are the three greatest risks your company faces and what plan do you have for addressing them?<\/li>\n
  4. Be a leader <\/strong>\u2013 In risky times, resist groupthink by discussing possible scenarios up front. Give each employee a specific assignment to focus on in risky times. What tasks can you assign to HR subordinates, other managers, or employees?<\/li>\n
  5. Stay positive <\/strong>\u2014 According to the article, \u201cA powerful desire to keep living leads directly to successful survival stories. You don\u2019t have to be comfortable to survive this situation.\u201d I can supplement this statement by adding \u201cA powerful desire to be a strategic HR executive leads directly to successful career stories.\u201d<\/li>\n<\/ol>\n

    Risk management is an exercise in logic and emotion. To reduce their exposures, HR professionals must use both.<\/p>\n

    \u00a92012 Reprinted with permission from HRThatWorks.com<\/a>, a powerful program designed to inspire great HR practices.<\/div>\n","protected":false},"excerpt":{"rendered":"

      An excellent article in the October Backpacker Magazine discussed five emotional aspects of preventing deadly threats. Although the \u201cthreats\u201d facing human relations professionals might not be as extreme as dangling from … <\/p>\n

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