Como manter os melhores talentos em Operações de RH?

Keeping top talent in HR Operations, or in any department, requires a strategic and employee-centric approach,Foster a positive and engaging work environment. Encourage open communication, teamwork, and collaboration, give employees a sense of purpose by involving them in meaningful projects and decision-making processes, Offer challenging and rewarding assignments to keep top talent engaged. Allow them to work on projects that leverage their skills and drive innovation, develop a succession plan for key HR positions, and foster a positive company culture that aligns with employees' values. A strong cultural fit can contribute to employee retention, regular communication, recognition, and professional development are critical components

HR needs a seat at the executive table with the opportunity to be heard, sharing their suggestions. Decent compensation and benefits are a start, but most HR feels undervalued in the workplaces. HR are the ones to do investigations and many times the results of the investigations are confidential, so HR will advise. Even if you don't like the advise the advice comes with many years of experience and knowledge to keep companies and the leaders out of trouble, like most at the table, they just want to be heard and listened to.

Provide opportunities for professional growth and skill development, including training programs and mentorship initiatives. Foster a positive work environment by promoting work-life balance, recognizing achievements, and encouraging open communication. Implement clear career progression paths and acknowledge employees' aspirations, aligning their roles with their interests and skills. Offer regular feedback and recognition, emphasizing their value to the organization. Lastly, create a supportive and inclusive workplace culture where employees feel a sense of belonging and purpose, motivating them to stay and contribute to the organization's success.

As an HR professional, retaining top talent in HR is crucial for the success and stability of the organization. To achieve this, I focus on creating a positive work environment that fosters growth and development. This includes offering competitive compensation packages, providing opportunities for professional development, and recognizing and rewarding outstanding performance. I ensure that HR policies and practices are fair, transparent, and consistently applied, which helps to build trust and loyalty among team members. By actively listening to the needs and concerns of HR staff and taking steps to address them, we can maintain a highly motivated and committed workforce that is dedicated to driving the company's HR initiatives forward

The HR landscape is constantly evolving, with new laws, technologies, and best practices emerging. Investing in continuous learning opportunities, such as workshops, seminars, and certifications, not only enhances the skill set of HR professionals but also demonstrates a commitment to their growth and development. As managers of HR talent, we can't forget that our teams are also craving to be mentored and stretched.

In my experience one of the biggest challenges that HR Ops or Shared Services face is to create a visibility for self and establish themselves as a trusted enabler to the wider HR organization. A place where these two orgs work together, provides ample of opportunities to employees for internal movements, better learning and wide range of specialisation within.

In HR Operations, team members could gradually start feeling the work is too monotonous and they don't have much of learning opportunities. Here's where the dynamics of cross functional rotations and training will help. Team members, when exposed to multiple aspects of HR which includes operations and strategic learning initiatives, will make them think out of the box. This will grant them better exposure to HR functions. Not only will this assist the team to cover up absences / leaves with ease but also will also help develop team members to be better HR professionals. This will ensure team members develop their skills as part of the dynamic team and act as a strong retention tool.

1. competitive Pay: Offer competitive compensation to motivate and retain HR talent. 2. Career Growth:Provide skill development and advancement opportunities within HR. 3. Recognition: Acknowledge outstanding work with bonuses and promotions. 4. Work-Life Balance: Promote a healthy life-work balance for job satisfaction. 5. Clear Paths: Define career paths for HR professionals' growth. 6. Strong Leadership: Foster supportive leadership within HR. 7. Engagement: Apply HR practices to enhance team engagement. 8. Feedback: Encourage open communication and feedback. 9. Flexibility: Allow remote work and flexible hours. 10. Highlight Impact: Make the impact of HR work visible and valued.

I completely agree with the importance of providing learning and development opportunities to retain top talent in HR operations. Creating a learning culture that promotes continuous improvement, feedback, and innovation is essential.

From experience, one of the main reasons key personnel leave the company is the lack of clarity when it comes to the company's expectations of them. Two of the managers told me during their exit interview that they were confused as to what the executives wanted from them, that they only notice them when they made a mistake, that their contributions were not acknowledged. Oftentimes, it's not just about the salary. The work environment always plays a crucial role in determining whether an employee stays or leaves the company.

Retaining top talent in HR Operations requires a multifaceted approach that includes a positive work environment, professional development opportunities, and competitive compensation. A practical way to achieve higher retention rates is fostering a culture where your team feels safe, respected, and valued. This includes ensuring that HR teams have access to all the perks and programs that the rest of the organization receives and shouldn't feel like "the shoemaker's children with no shoes." While you cannot force people to stay, creating a culture where everyone feels respected, valued, and connected to the organization can make their decision to potentially leave more difficult.

As a firm believer in the power of a positive work environment, I believe it is a priority to foster a culture where every team member feels valued, supported, and empowered. Encouraging open communication, promoting collaboration, recognizing achievements, and providing opportunities for growth and development.

The HR operations team is a bridge between management and employees. They always try to balance the relations and a positive environment. This is both way process and major part of management to evaluate the feedback of the HR team and help them work on it. This will result in trust, positive work, and more energetic outputs from the team. Always HR team plays vital role in the organization.

Leaders lead. And know when to get out of the way. To truly empower your team there has to be a culture of zero micro managing. Can HR help drive that culture? For sure they can. But it still needs to be delivered from the top down. There is nothing more rewarding than a HR leader who gets to showcase their teams talent and watch them grow and succeed!

High degree in standardization as well as Service Level Agreements that in most HR Operations are utilized are leading to the attempt to make leadership in HR Operations a numeric exercise. Measuring individual performance only against SLA targets however would lead to loose the human touch and likely to kill creativity. Performance Measure in HR Operations should therefore include creativity elements, pro active problem solving and similar aspects. Especially getting a direct and frequent feedback from the “Frontline” to understand what matters and what are the business problems to solve can help, HR Operations to not only solve but anticipate instead of being reactive and available “on request”.

Work environment where individuals have decision making authority give them a sense of ownership and they will likely put more effort in getting their things done.

Delegation is a great way to empower your HR team. Spread tasks to each one based on their strengths and motivation. Being a manager is mostly about bringing the best out in each member of the team and recognizing their uniqueness.

Provide your top HR talent with the autonomy to make decisions within their areas of responsibility. Empowering and challenging them to take ownership of projects and strategies not only demonstrates your trust in them but also fosters a sense of accountability.

Of course, corporate strategy has no chance of success without alignment with HR. However, HR's only role should not be to support the execution of a defined strategy or to disseminate defined corporate values. HR should take an active role in defining strategy and values. For this, HR should support the management team with the right insights about market dynamics and people, culture, leadership. Therefore, top talents in HR should be supported with training and development programs not only on HR operations but also on critical thinking, business acumen, creative thinking, organizational behaviour, etc.

Support the vision, shape the culture, reflect what a company values , and help the companies. Important core values for millennials Work life balance ⚖️ Diversity and inclusion Feedback and Growth Engagement and purpose

It's so easy to simply execute the repetitive tasks in HROps and forget why you're doing it! To get dragged into a process-driven way of work instead of acting with a higher purpose... Keeping the team in the loop with the bigger business and HR picture allows for things we do in HROps to make sense. Sometimes the team just wants to get things done but keeping an eye on the story behind the tasks helps us see how we contribute, which fuels our motivation and self-respect. The challenge is to continuously navigate between the tiny details in the job and the big picture. Creating the space for everyone in the team to understand "the why" then allows everyone to contribute with minute optimisations that make all the difference.

As HR professionals, regardless of your area of specialty, you are always having to work in the strategic and tactical realms. The work you do encompasses all levels within an organization. To that end, if you want a committed, empowered, satisfied HR team you must align them with the strategic AND tactical goals of your organization. Give them the information they need to be able to be successful in their roles. Help them to understand how important the work they do is to all areas of the organization. AND....listen to their input back. HR teams have the ability to listen to perspectives from multiple areas within the organization. They can be a great feedback loop and help foster alignment....if you let them.

From my experience aligning HR Operations team with the organization vision and value will let them feel how their work impacting on business achievements so they will be engaged and encourage to contribute in the organization success.

Often, this is where companies miss the boat - because they have HR personnel perform functions better left to supervisors or they are used primarily in the hiring process. The key resource of most companies is in their individual employees and the skills, knowledge, and experiences they possess. The HR team are the company's subject matter experts regarding this key resource. To use an HR team member to scrub PTO and sick day numbers is to waste their talent. Focus their work on improving the company and retention will follow.

Constructive and forward-looking feedback is critical to the ongoing development of the team. When given with the right tone and message, at the right time and place, it can reinforce positive behavior, correct negative performance and ensure a strong team culture. Creating a "safe space" and culture of openness to share feedback along with compelling approach and an appropriate communication channel to inform employees how results will be used to make changes in the future,can create wonders. Recognizing & celebrating small successes can help employees feel motivated for giving the feedback & this reinforces the authenticity of the process.These small successes are important to build trust and keep engagement as high as possible over time.

Rewards, incentives and promotions those elements will help in increasing their job satisfaction, raising their performance, and create motivation for them to improve themselves

Timely feedback is as important as timely appreciation. We can testify efficiency of a process based on its result. But if we know timely, what is weakening the core , we can address those issues and attain the power to change the results as well . Effective and constructive communication plays a key role in building strong foundations. This cannot be achieved overnight and should be used as a gradual and long term tool.

Remember - feedback is a gift! Encourage your team to give their suggestions because even the least desirable one can be developed and added on to until it becomes the best one!

In order for that to happen, leadership needs to see the value of HR, and not seen as a just a cost or mechanism for compliance. HR is there to guide, coach and listen. While we are great and passionate cheerleaders for the employees and the organization, we also need to be heard, especially when our opinions and guidance may not be popular or go against the grain. You hire us to both do the pleasant and unpleasant. We are often the first point of contact in many interactions and issues, but also the first in the line of fire to have those hard conversations and interactions as we deal with people - an organization's most precious resource. Respect us, listen to us, challenge us and keep us motivated.

Usually there is a thought that HR is for workers not for staffs....this fact commonly prevailing in many entities..The staffs and higher management have little ego to learn from a HR.... Organisation flow chart should have a flow from HR department either for correctional activity or extract feedback.... When a third person oversee the activity of a group of people than he can analyse the flaws and unsafe activity of them and warn accordingly... Pay more compensation to sustain a HR manager is not a right one.....Share the power equally with other departments... The executive director should have regular meetings with HR manager to obtain a meaningful and efficient output from the company....

Engagement and empowerment, these two aspects would retain top talents in any function not just HR operations. In operations talents tend to feel like their opinion isn't just as important as actually doing the job; yet if you engage them in the decision making process and empower them by having a say in the process itself you would sometimes be surprised of how positive the outcome would be in terms of quality and innovation and long term loyalty to the organisations they support.

It's important to understand each of your team members individual goals, objectives, careers path and opportunities for improvement. As HR leaders we should never expect a team member to stay in one organization for an entire career. Our role is to find and nuture the talented teams we have and watch them grow. Each person has their own goals, and we need to understand them. And not treat them all the same. Let's keep the " human " in human resources!

I believe that all 6 approaches are essential to retain top talent in HR Operations. It is equally important for leaders to be genuinely invested in people; not just for what value their team members can add to the business; instead what value can the leaders and organisations add to them. That is when people feel they work for an authentic leader and an organisation. Another aspect to consider is to consciously and strategically create opportunities by means of new projects, new roles that harness the full potential of these high performers and keep them challenged.