Cultivating an HR Consultant Mindset
To excel in the human resources profession, practitioners must evolve beyond the generalist role and adopt a consultancy mindset. This means being recognized as a problem solver who adds strategic value. According to Ron Thomas, one of the 50 Most Talented Global HR Leaders in Asia, HR professionals should actively read and self-develop in the key areas where the profession is headed.
Key Focus Areas for Modern HR
- Analytics: Using data to inform decisions and measure the impact of HR initiatives.
- Employee Engagement Strategy: Moving beyond perks to create a genuinely engaging and inclusive culture.
- Change Management Theory: Understanding the principles of guiding an organization and its people through significant transitions.
The Value of Global HR Experience
For those starting in the HR profession, gaining well-rounded experience is the first step. Following that, seeking a role in a foreign country can be one of the most rewarding aspects of an HR career. Working internationally provides a completely new perspective on the global workplace, presenting unique challenges and learning opportunities related to nationalization, different labor laws, and the dynamics of an expatriate workforce.
HR Transformation in Practice
Case Study 1: Aligning New Leadership and Culture
The Challenge: A healthcare company brought in a new CEO and a new senior leadership team. The goal was to sync the new team as a cohesive unit and get a snapshot of the existing organizational culture to ensure everyone was aligned.
The Approach: A two-pronged strategy was implemented:
- A 360-degree assessment focused on the new leadership team to foster cohesion.
- A culture audit of the entire organization to understand its core DNA.
The Outcome: The findings from these assessments allowed for a "surgical approach" to both leadership and team development. The culture audit revealed key areas of concern, which guided the development of targeted initiatives. By defining the culture first, a leadership style could be crafted that fit the dynamics of the "new organization." Milestones were established to monitor progress over a 12-month period.
Case Study 2: Managing Post-Merger Culture Clash
The Challenge: A healthcare company was acquired by another, but no work was done pre-merger to define the culture of the new, combined entity. The acquirer assumed the acquired company would simply adopt its style, which did not happen. This created internal friction and necessitated intervention to mesh the two different cultures.
The Approach: The process began by analyzing employee engagement scores from both organizations, which revealed a vast difference—the acquirer had high scores, while the acquired company’s were much lower. Focus groups with both executive teams also showed significant differences in opinion and style.
The Outcome: Presenting these findings to both teams highlighted the festering issues. This opened the door to begin the real work of cultural integration, which included team development, culture enhancements, a new communication plan, and a revised strategic outlook. The project underscored the critical importance of addressing cultural alignment during a merger.
About Ron Thomas
Ron Thomas is the managing director of Strategy Focused Group DWC LLC, based in Dubai. He is the former CEO of Great Place to Work-Gulf and CHRO of Al Raha Group. Cited by CIPD as one of the top five HR thinkers in the Middle East, Ron was also named one of the 50 Most Talented Global HR Leaders in Asia. His prior experience includes senior HR roles with Xerox HR services, IBM, and Martha Stewart Living. Ron’s work has been featured in the Wall St. Journal, Inc. Magazine, and Workforce Management.