Submitted by Jo Kelly, PHR, SHRM-CP

May 12, 2011

Challenge & Selection

As a Human Resources Professional, employees often seek me out to discuss questions or concerns they  have regarding any number of topics – policies and procedures, compensation and benefits, hiring and  staffing, and everything in between – and what a viable solution may look like.  In many of these cases  there’s a pretty straight-forward answer to their questions, but the challenge comes when there isn’t  and a more personalized response is required.

Over the course of my career, I have found that taking a moment to sincerely listen and empathize, not  immediately search for a “one size fits all” answer, goes a long way.  It has also proven most successful  for establishing trust and finding a mutually agreeable solution.  Often, I rather naturally gravitate to a  storytelling strategy (sharing my personally inspiring experiences and / or those of others) to support  the employee in defining a simple solution and compelling them to take positive and effective action.

Application & Insight

Recently, an early career employee requested some time with me to discuss our performance  management process and their latest performance rating, which was causing them much concern.   While the rating and subsequent feedback pointed to them being a solid performer, they believed their  work over the course of the previous year had been exceptional and thus a rating indicating the same  more appropriate.

After listening to the employee share their concerns and ask for my guidance, I opened with a story of  my own sharing how I’d been in a very similar situation just a few years prior.  While I’d done some  great work, I was also rated as a solid performer much to my disappointment.  After connecting with my  manager and gaining a better understanding of the rationale for the rating, distribution among the  broader organization, a detailed assessment that documented the work I’d done favorably, and concrete  plans to partner with me to secure an exceptional rating in the year ahead, I left in a better place and  with a distinct plan for moving forward.  I also shared transparently that while I still believed my rating  should have been “exceptional”, after being open and honest about my position and hearing out my  manager’s rationale, I was more confident about the road ahead – and encouraged them to do the same  (share their position, gain clarity on the process, seek to understand, and identify a path forward).

In sharing my story, I found it most insightful to see how effortlessly we were able to collaborate on a  solution and how empowered the employee felt to act.  Before wrapping up the conversation, the  employee confirmed what I sensed was true – sharing my story with honesty and transparency provided  them with a newfound confidence and clear process for addressing their concerns.

Approach

As I think about this instance and others in which I’ve used storytelling to communicate a compelling  argument, I will largely continue to do what I’ve done – actively listen, be authentic and empathic in my  approach, and clear in my guidance to effectively inspire employees to act.  However, after this course, I  will now more intentionally and strategically leverage and encourage storytelling to advance the  initiatives within the innovation organization I support.  I believe doing so will allow us to more  creatively and passionately share our exciting work and successfully inspire our partners to join us in  executing on that which we believe will exponentially change the world.


Submitted by Jo Kelly , PHR , SHRM - CP May 12 , 2011 Challenge & Selection As a Human Resources Professional , employees often seek me out to discuss questions or concerns they have regarding any number of topics – policies and procedures , compensation and benefits , hiring and staffing , and everything in between – and what a viable solution may look like . In many of these cases there ’s a pretty straight - forward answer to their questions , but the challenge comes when there is n’t and a more personalized response is required . Over the course of my career , I have found that taking a moment to sincerely listen and empathize , not immediately search for a “ one size fits all ” answer , goes a long way . It has also proven most successful for establishing trust and finding a mutually agreeable solution . Often , I rather naturally gravitate to a storytelling strategy ( sharing my personally inspiring experiences and / or those of others ) to support the employee in defining a simple solution and compelling them to take positive and effective action . Application & Insight Recently , an early career employee requested some time with me to discuss our performance management process and their latest performance rating , which was causing them much concern . While the rating and subsequent feedback pointed to them being a solid performer , they believed their work over the course of the previous year had been exceptional and thus a rating indicating the same more appropriate . After listening to the employee share their concerns and ask for my guidance , I opened with a story of my own sharing how I ’d been in a very similar situation just a few years prior . While I ’d done some great work , I was also rated as a solid performer much to my disappointment . After connecting with my manager and gaining a better understanding of the rationale for the rating , distribution among the broader organization , a detailed assessment that documented the work I ’d done favorably , and concrete plans to partner with me to secure an exceptional rating in the year ahead , I left in a better place and with a distinct plan for moving forward . I also shared transparently that while I still believed my rating should have been “ exceptional ” , after being open and honest about my position and hearing out my manager ’s rationale , I was more confident about the road ahead – and encouraged them to do the same ( share their position , gain clarity on the process , seek to understand , and identify a path forward ) . In sharing my story , I found it most insightful to see how effortlessly we were able to collaborate on a solution and how empowered the employee felt to act . Before wrapping up the conversation , the employee confirmed what I sensed was true – sharing my story with honesty and transparency provided them with a newfound confidence and clear process for addressing their concerns . Approach As I think about this instance and others in which I ’ve used storytelling to communicate a compelling argument , I will largely continue to do what I ’ve done – actively listen , be authentic and empathic in my approach , and clear in my guidance to effectively inspire employees to act . However , after this course , I will now more intentionally and strategically leverage and encourage storytelling to advance the initiatives within the innovation organization I support . I believe doing so will allow us to more creatively and passionately share our exciting work and successfully inspire our partners to join us in executing on that which we believe will exponentially change the world .