The term “human resources” has been used to describe the people who work for an organisation for decades. However, in recent years, there has been a growing movement to replace the term with more human-centric language. Proponents argue that the term is outdated and does not accurately reflect the value and importance of employees. This article explores the case for retiring the term “human resources” and what actions HR professionals can take to facilitate the change.
Here’s a formula.
High-quality conversations lead to high-quality decisions, which lead to high quality actions and ultimately, high-quality results and performance. The reverse is also true. Low-quality conversations eventually lead to low-quality results.
Achieving high quality results and performance are worth the effort to learn how to conduct high-quality conversations.
The point of leverage in this model is high quality conversations. But what is a high quality conversation?
Your mental models are your theories about how the world works. They come from your life’s experiences, your education, your family, your cultural background, your work experience, your religion (or no religion if you don’t have one). For most people, your mental models are sub-conscious – they affect how you behave but you aren’t aware of the impact that they have.
For example, if you had a mental model that as a manager you should have all the appropriate knowledge of someone in that role to justify your title and the money you are earning, and a staff member asks you a question to which you do not know the answer, then you are at risk of responding with a lie. You will simply make up an answer that will re-enforce your view of yourself as a competent manager.
This short video explains this concept in more detail.
It is worth reading High-Quality Workplace Conversations Matter as an introduction to this post.
Providing conversations have a purpose and stay focussed on that purpose, below are five characteristics of high quality workplace conversations.