Kerstin Rothermel

Navigating the ever-changing HR landscape requires continuous development and learning how to build resilience, but it also means knowing when to step back and assess what’s truly important. With so many ideas, trends and "experts" out there, it’s easy to get caught up in the hype. However, not every initiative is right for every organization. It’s crucial to understand your organization’s specific needs and focus on what will make a real impact. Take the time to walk before you run—experiment, learn, and form your own informed viewpoint. Be proactive in understanding what will drive value for your organization, and don’t be swayed by every new idea that comes your way.

To ensure HR decisions are aligned with business strategy, here’s what needs to happen: 1. Involve HR in Strategy Creation: HR should be part of the strategy development process from the very beginning, ensuring their insights shape the direction of the business. 2. Empower HR Leaders: Give HR leaders the authority and resources they need to focus on strategic initiatives, moving beyond just transactional work. 3. Make Talent a Leadership Priority: Ensure that all leaders understand how talent decisions support business goals. Leading and developing their teams should be seen as a critical part of their role.

During transitions, I strongly advocate for treating employees as adults and being very clear about when and what information can be shared. Often, there is information that cannot be disclosed, and I have learned that it is okay to say this. Employees understand this. It is significantly better to state that you cannot share something (yet) because it needs to be contained than to try avoiding the conversation or deflecting with lukewarm reasoning.

I strongly advocate for a fluid workforce approach not only in HR. Establish a core team to manage critical processes and retain control over key strategic HR functions while using external support for surge or specific one-off needs. Talent Acquisition is a prime example. Recent years have shown it to be the first to be released and the first to be rehired. This cycle is disruptive, disrespectful, and poorly planned. Collaborating with recruiting providers during demand surges is advisable. They offer quick deployment, deep expertise, and cost-effectiveness. Once the surge is managed, you can disengage and resume standard hiring operations with your core TA team.

Let's do a reality check first. In most organizations, there is a budget constraint on training programs. So, this is not an unusual situation but the standard for most people leaders. There are many ways to develop and grow your team members. I always refer to the 70-20-10 principle of learning. Most learning happens on the job and through other people, with only 10 percent of learning occurring in cost-intensive training programs. Focus on the 90%. Ensure that your leaders and employees understand this and create a structured approach for learning, allowing space and time for it. The first thing we should do is promote a people-positive, growth-focused, and supportive learning ecosystem in your organization, starting from the top!

There are many things you can and should do BEFORE a key employee receives a job offer: Support them, develop them, engage them, recognize them, pay them well, and care for them. There is enough empirical evidence showing that employees who are given a counteroffer will leave anyhow within the next year or so. Be careful when counteroffering—especially when providing a financial boost—as this can wreck your pay structure and create inequality for others. And should they decide to leave, accept that this is normal, find out the true reason, and use this understanding to make adjustments. Then support them, wish them well, and stay in touch. They will be advocates for your company, and maybe one day they will come back!