#415 HR, recruiting, leadership - behaviour and its consequences - an article by Niels Brabandt

HR, recruiting, leadership - behaviour and its consequences

an article by Niels Brabandt

Behaviour has consequences.

While most people are familiar with this phrase, reflection on it is becoming increasingly rare in practice. The behaviour of the management level in HR, recruiting, and the organisation still has the most significant influence on the success or failure of those departments. The results, which, especially at the moment, often fall short of expectations, are shaped according to this more or less existing success.

How can you and your organisation position yourselves optimally here?

Cases

A well-known fast food chain had to face the accusation that its HR Executive had allowed a culture of assault. Such failures almost always have an impact on the entire organisation. In recruitment, we still find a catastrophic situation in terms of methodology in the case of poor leadership. Managers who judge people by whether they salt their food before or after the first bite in the canteen, dubious games as a decision-making factor, an overvaluation of so-called brain teasers, scientifically unfounded personality tests and even handwriting recognition, the pseudo-science of graphology. A wealth of pseudo- and unscientific approaches. If the management level then works with toxic or unprofessional methods, the damage to the organisation is inevitable. Unfortunately, many people think that these are only perceived consequences that can occur. But what does the reality look like?

Consequences

The organisational culture becomes unhealthy, poisoned, and self-centred. Everyday life is ruled by personal judgment and arbitrariness instead of the application of evidence, facts and science. In such cultures, employees primarily try to protect themselves from harm. The benefit for the organisation or the focus on it is lost.

Naturally, the number of applications plummets. Employer review portals such as Kununu and Glassdoor quickly show how your organisation is doing. Managers will blame nagging and difficult applicants as well as employees for this situation and continue to work, often with zero reflection.

The organisation quickly earns a bad reputation in the market. This status can only be corrected with great difficulty and at great expense with often significantly raised budgets. There will have to be changes in the organisation and executive staff to set positive accents here gradually.

More detailed examples and explanations can be found in this week's videos and podcast; see the links below.

Implementation

Change is feasible, but it requires a straightforward approach. Firstly, you need an external view. A purely internal realisation usually does not lead to change; a culture of self-protection has been promoted for years. Ensure that the people with the external view have the appropriate qualifications. Goodwill and kind words have never solved an organisational problem. A scientifically sound qualification is essential, and without this, it is impossible to take a position on these problems, as otherwise, you will only receive opinions instead of analyses. The recognised points must be tackled proactively. The situations must then be regularly reviewed through audits. A professional compliance organisation can create the optimum framework for a lasting positive structure.

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More on this topic in this week's podcast: Videocast / Apple Podcasts / Spotify

For a transcript, check the videocast.

Is excellent leadership important to you?

Let's have a chat: NB@NB-Networks.com

Contact: Niels Brabandt on LinkedIn

Website: www.NB-Networks.biz

Niels Brabandt is an expert in sustainable leadership with more than 20 years of experience in practice and science.

Niels Brabandt: Professional Training, Speaking, Coaching, Consulting, Mentoring, Project & Interim Management. Event host, MC, moderator.