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Unlocking the Power of HR Through Emotional Intelligence
The transformation of HR from a simple administrative function to a strategic powerhouse has been significant over the past few decades. Jill Hauwiller, founder of Leadership Refinery, shared her insights with Arnette Heintze in a recent episode of America Back to Work.
Jill’s experience and perspective offer a valuable roadmap for HR professionals eager to align more closely with business strategy, enhance employee engagement, and drive long-term success.
The Key to Earning a Seat at the Table
A recurring theme in Hauwiller’s conversation is the importance of business acumen for HR professionals. While HR has historically been viewed as the “people function,” its true potential lies in being able to speak the language of business leaders.
She emphasizes that understanding the organization’s financial underpinnings—such as profit and loss statements—enables HR professionals to position themselves as indispensable partners to the executive team.
She underscores that HR gains credibility and influence when connecting its initiatives to measurable business outcomes. For instance, understanding how employee engagement affects customer satisfaction and profitability can help HR leaders advocate for investments in training and development.
As she put it, “Once you can speak the language of the business, business leaders see the HR function as a critical partner, as a critical piece of a successful organization.”
Investing In Managers to Retain Top Talent
Employee retention is a challenge that every company faces, and its importance has only increased in recent years amid economic uncertainties and labor market volatility. Hauwiller points out that while many factors contribute to employee turnover, the quality of management is often the decisive factor. She cites the well-known adage, “People don’t leave companies; they leave managers.”
She stresses the need to invest in developing managers, not just leaders, to retain top talent. Leadership and management have a nuanced difference, though the two often overlap. While leaders set the vision and inspire, managers are responsible for their teams’ day-to-day experience.
HR departments that focus on equipping managers with the skills to provide meaningful feedback, navigate conflict, and foster a culture of inclusion are likely to see higher engagement and retention rates. Developing these programs isn’t just a “nice to have” for HR professionals—it’s a strategic priority.
Emotional Intelligence: A Cornerstone for Effective Teams
Another critical area where HR can add value is by fostering emotional intelligence within teams. Hauwiller, who has developed an expertise in emotional intelligence over the years, is often brought in by companies to help leaders and teams collaborate more effectively. Emotional intelligence isn’t just about being nice; it’s about understanding oneself and others, managing emotions in challenging situations, and using this understanding to drive positive outcomes.
Shel describes emotional intelligence as a significant differentiator in team performance. For example, a technically brilliant team member may struggle to collaborate without empathy or self-awareness. HR can play a pivotal role by integrating emotional intelligence training into leadership development programs. This investment helps individuals improve and builds more cohesive, productive teams that can navigate the complexities of today’s work environment.
Reflection and Purpose: The Hidden Drivers of Success
In a world where speed and efficiency are often prioritized, the concept of reflection might seem like a luxury. However, Hauwiller argues that reflection is essential for effective leadership and career satisfaction. She encourages HR professionals to carve out time to reflect on their purpose and values. By doing so, they can better align their daily tasks and strategic decisions with what truly matters to them and their organization.
She explains that understanding one’s purpose and values can be a compass for making more meaningful decisions. It also helps identify when an individual’s career path might be misaligned with their strengths or values—a common issue in HR, where professionals are often so focused on helping others that they neglect their own development.
Empowering HR Professionals to Drive Their Own Development
HR professionals, often tasked with developing others, sometimes receive the least investment in their own growth. Hauwiller emphasizes the importance of HR pros taking the reins of their own development, even when they aren’t getting robust support from their managers.
She advocates for a learning mindset involving continuous education, networking, and engaging with professional associations. She suggests that HR professionals diversify their networks beyond other HR specialists to include people from various functions and industries. This broader perspective enhances business acumen and helps HR professionals become more valuable partners to their business leaders.
Enabling Passion and Growth Within Teams
For HR managers and leaders looking to develop their teams, Hauwiller suggests nurturing curiosity and providing resources that allow team members to explore interests outside their typical job scope. She believes that when employees feel seen and heard, they are more likely to stay engaged and contribute meaningfully to the organization. Providing time and opportunities to attend conferences, shadow other departments, or engage with mentors can help employees feel valued and supported in their career journey.
The most effective HR leaders recognize their team members’ multifaceted nature and encourage them to pursue passions that may not align directly with their current roles. This fosters a sense of belonging, enhances retention, and builds a stronger, more adaptable workforce.
Future Trends: AI and Compliance Challenges
The conversation also touched on emerging trends, particularly the effect of artificial intelligence on HR practices. Hauwiller discussed the tension between efficiently leveraging AI and ensuring compliance with regulatory frameworks like the Fair Credit Reporting Act (FCRA).
While AI can automate processes and provide valuable insights, its limitations necessitate human oversight, particularly in nuanced decision-making processes. This highlights another area where HR professionals must stay vigilant—balancing technological adoption with compliance and ethical considerations.
HR as a Strategic Catalyst for Growth
Hauwiller’s insights offer a comprehensive perspective on HR’s evolving role. No longer confined to administrative tasks, HR is now a strategic function that can drive business success through effective leadership, emotional intelligence, and a deep understanding of business dynamics.
The path forward for HR professionals looking to be effective involves embracing this evolution, investing in personal and team development, and staying ahead of trends like AI to ensure ethical and compliant practices.