As an HR business partner, you regularly sit at the table with people who drive decisions based on numbers. This can be quite a challenge, as your work primarily involves people. And the value of that seems harder to quantify. Yet, that is precisely what management asks of you. How do you handle this?
No more performance reviews
“Within our department, we have appointed one person who is solely responsible for the human element. We are also continuously working to better quantify what this focus on people actually means. We discuss topics such as 'why someone works for our organization,' 'where this person draws energy from both inside and outside their work,' and 'what is needed for an individual to grow.' This is then combined with measurable, data-driven agreements. Ultimately, happy employees also lead to happy customers. When your employees are motivated and engaged, the likelihood of errors and internal friction in your organization decreases. This is the kind of conversation you, as an HR manager, can engage in much more frequently. You then also become a key discussion partner when talking about risk management, for instance.”
This is according to Leonie Kemper, HR Lead – Online Channels (Commercial Banking – Digital Banking) at ABN AMRO Bank N.V. She completed training to become a PCM Coach and a PCM Trainer, and she applies these principles in her daily work. “By engaging with your team in this way, you can combine the best of both worlds. For instance, we no longer conduct formal appraisal interviews; instead, we focus on constructive feedback year-round, hold regular discussions, and empower individuals to take ownership of their development. This approach appropriately integrates topics like team performance goals with less measurable aspects such as attitude and behavior.”
People and numbers go well together.
“I believe that people and numbers go hand in hand, as long as you approach it correctly. For example, in our employee satisfaction survey, we clearly see how much energy we've invested in our people. The more attention we've given to individuals, the higher the rating for us as an employer. What I personally find very important is realizing that everything starts with belief and trust from the management team. And there's also a role for me as an HR professional in this, because if management isn't open to creating and maintaining an open culture without a hidden agenda, then it simply won't work,” says Leonie.
“And yes, over the past few years, I've noticed that combining people and numbers can sometimes be painful, as people are occasionally confronted intensely with their own negative behavior. Especially when a conversation is difficult, I apply the Process Communication Model® (PCM), for example, by carefully observing what my conversation partner needs at that moment and adapting to it. I consciously consider how I can connect with that person so that I truly make contact by speaking their language. It can be challenging to make people look in the mirror, but when it works, the most beautiful, honest, and authentic conversations emerge, and that's where the essential change lies for both individuals and organizations. These are the things you'll see reflected in the numbers, especially in the long term. And for me, those are the golden-edged days in my profession.”
Plan your PCM journey
Do you also want to achieve more together within your organization? Then use PCM to decipher yourself and others. Contact us. We are happy to help you recognize and effectively utilize interpersonal differences. This applies whether you manage by numbers or if you are on the other side of the table, for example, as an HR manager. We look forward to speaking with you.
