HR professionals have a lot on their plates. We know this isn’t breaking news, but as the People function continues to evolve, it seems that more responsibilities get piled on without displacing any of the existing ones. We’ve reached out to hundreds of People professionals over the past year, and we’ve truly been astounded by what we’ve learned. Just to name a few:
- HR professionals are awesome. The fact itself is not what surprised us, but the extent to which it’s true. This isn’t an attempt to pander; we are honestly stunned and so impressed by the number of you who have been willing to take time out of your extremely busy schedules to chat with us. Not only that, but even the most capacity-constrained HR/People leaders are constantly striving to do more for their employees. You amaze us.
- The People function is changing in many ways all at once. From compliance to employer branding, HR is evolving quickly with no hint of slowing down any time soon. The list of responsibilities we compiled based on our conversations with People leaders grew unwieldy within our first ten calls. For better or worse, an expansive field of tools has arisen to help cater to these new needs and expectations, but they’ve popped up in silos, and often require extensive maneuvering to get them to speak to one another.
- Company culture is a top issue for many HR departments, but it’s difficult to make progress without organization-wide buy-in. People leaders across the country are being tasked with improving all aspects of the employee experience from before a potential employee applies to after they’ve left the company and everything in between. This is a deeply unreasonable expectation to place on a department that is already juggling an excess of competing priorities. No HR department can effectively cater to the needs of a diverse workforce without direct help from that very workforce. Culture and employer brand need to be everyone’s responsibility in order to effect real change.
In short, HR is doing amazing work on an incredible number of workstreams, but additional organizational support could really supercharge their efforts. Accordingly, we set about thinking how we could mobilize entire companies behind the charge of building and bolstering culture. Workrowd is what we came up with, enabling employees to personalize their own experience, and create fun and useful experiences for their colleagues at the same time.
Another thing we heard repeatedly in our conversations with People teams is that they’re constantly being bombarded by vendors. Obviously, we can see both sides of the coin here. As professionals ourselves, we know how irritating it is to get spammed by random solicitations when your inbox is already overflowing. On the other hand, we really do want to get Workrowd into the hands of those who could benefit from it. What we’ve ultimately realized through our conversations with People leaders combined with our own desire to be both thoughtful and respectful, is that we shouldn’t be approaching this not as a vendor but instead as a partner. We should be building partnerships, rather than traditional sales relationships.
We truly don’t consider ourselves a vendor rather a true partner, to our users, who are so much more than just ‘clients’, or ‘customers’. HR tech has a long way to go before the industry is optimally serving those who need and have to use the tools every day. Accordingly, we know we have to work collaboratively, not as a vendor but as a partner to our users to anticipate shifts and respond with new technology when it’s needed, not after a 3-5 year lag. Just as Workrowd companies tap into the collective power of their employees to build better workplaces, we tap into the collective power of our users to build better HR tech. We’d love to have you as part of the krowd.