Learning from setbacks is crucial in human resources, and to gain insights on this, we've collected eight valuable lessons from top HR executives. They range from the importance of emphasizing clear communication upfront to the necessity of designing with the end in mind. Here's how these experiences from CEOs and CHROs have reshaped their strategies in HR initiatives.
RsT8 people answered: Nicole, Sunaree, Preeti and 5 more
One key lesson I've learned from a challenging HR initiative is the critical importance of clear communication and setting expectations upfront. I once worked with a client who requested an HR audit but provided very little information despite numerous requests. When I delivered a report based on the limited data I had, they dismissed my work, claiming they could get similar results from ChatGPT in 15 minutes.
This experience highlighted the necessity of ensuring clients understand the unique value of professional expertise and the need for full cooperation and responsiveness. Since then, I always emphasize the importance and set realistic expectations at the start of any engagement. This approach has significantly improved client relationships and the success of my HR initiatives.
The main lesson I learned from a failed HR initiative was about the power of speaking clearly. We had introduced a new flexible work policy—it was great in principle, but the general lack of detail meant that what could be achieved varied for each person and team. This experience taught me valuable lessons about the importance of clear communication in policy implementation. Some managers read the implicit instructions as a clear policy, while others took a lenient approach, which created confusion among their teams.
It also taught me how essential clarity and detail in communication are to any policy change. Since then, every new initiative has been backed by a comms program, with clear guidelines, FAQs, Q&As, and regular check-ins to monitor and address issues as they emerge. This has helped ensure uniform understanding and uptake and created a healthier workplace.
As a young HR executive, I was handed the task of arranging the Annual R&R during our Annual Day. This must have been some 15-16 years ago. My CEO called, and he said, 'Preeti, the function is on Saturday; you have two days to make arrangements and ensure everyone is there and receives their award.' So, I made all the arrangements, ensured all invites were sent, awards planned, trophies received, and arranged in order—more than 40 awards for a population of more than 2,000 employees.
It was a tough job for a junior person in HR. However, during the event, I was focused on ensuring all went well, but one important thing I missed was 'the experience,' which I realized a year later when someone shared their experience with me, saying, 'I received the award; I was thrilled for it. However, the way we were called on stage in a line and treated as a to-do was not a WOW experience at all.' This incident changed me as an HR professional.
What you do and how it impacts your people is so important. For you, it might be a win, but has it really given that WOW feeling or actually impacted someone's life? We as HR really need to think of every action, policy, and initiative we take; we need to see how it is utilized and impacted at the ground level. Else, everything is a failure. You might get a good appraisal that year, but the company would not benefit. We need to recognize this.
HR failed initiatives are inevitable. Not all programs or initiatives work within your company, and you have to be willing to quickly assess, admit failure, and adapt to what will work. Getting feedback within the first 90 days of an initiative is critical to assess if there is adoption and 'stickiness' of the initiative. If the adoption is low and employee/manager sentiment is mixed, quickly understand why and if the initiative needs more time, more change management, or if it just failed. Accept the feedback and make a decision if you should go forward or admit failure and be agile to adapt or adjust as needed. I have found that being able to admit failure fast and be agile to adjust to a revised or modified initiative results in a much better outcome in the end.
While the team hasn't experienced a failed HR initiative, we decided not to launch one due to a lack of buy-in from the broader leadership team. It's crucial to socialize the initiative with key internal stakeholders before launching. The leadership team is the linchpin of success for most initiatives. If you want the program to stick, they will drive participation throughout the ranks. Without their push, the program likely won't gain traction, and even if it does, it may not last long-term. Ensure the program is part of any onboarding plan for new leaders to secure their buy-in and support as well.
A key lesson I learned is that while metrics are important, they need to be appropriately aligned with desired business outcomes to be effective.
We once ran an initiative to reduce our overall Time to Hire, as it had materially increased over time. As we analyzed our hiring data, however, it became apparent that the increase in our hire time was appropriate. For example, some hiring managers were posting positions early to generate a larger and more diverse candidate pool. In another example, an open position was utilizing a panel interview process, which necessitated a longer time to hire. What we learned was that while Time to Hire is a common metric, it wasn't necessarily the right fit for us—with metrics such as New Hire Retention Rate and Cost to Hire being more valuable.
The importance of clear communication and stakeholder engagement cannot be overstated. I know we understand this is important, but sometimes HR tends to 'assume' what people need instead of going out and asking. Understanding not only what the organization needs but also the level of readiness to digest the programs that HR is implementing is crucial. That's why the diagnosis is so important.
Since then, I have prioritized ensuring open and transparent communication with all stakeholders involved in any HR initiative. This includes regular updates, seeking feedback, and addressing concerns proactively. By involving stakeholders from the beginning and keeping them informed throughout the process, I have been able to build trust, alignment, and support for HR initiatives, leading to more successful outcomes.
One of my biggest learnings was, as Stephen Covey wrote, to 'begin with the end in mind.' When I start any new initiative, I've found it tremendously helpful to consider how the outcome will be used. If it isn't simple for the end user and isn't designed to provide data to measure success and drive continuous improvement, then I need to rethink my approach.
