More nightmare HRMS team members and how to manage them
A high performing HRMS group is a manager’s dream team, the right people who are a match for their roles and who enjoy their jobs and deliver value to HR users. What happens when you do not have that perfect storm? What kind of team members will cause you a problem and how can you redirect the situation?
The ‘tunnel vision’ employee
A tunnel vision employee or silo employee is only able to see anything related to the HRMS from their specific viewpoint. As new processes and tasks are discussed, the employee may derail conversations by deflecting responsibilities, leading to a less efficient system decision. Tunnel vision employees are not able to see the greater good for the organization or for other areas such as IT or finance, instead they are centered in their own small area.
Recommended reading: lead your HRMS team through the selection process successfully with our comprehensive HRMS selection survival guide.
Change management is crucial when you’re dealing with the silo mentality. A tunnel vision employee needs help to disassociate the people doing the roles with the tasks at hand in order to build the best HRMS. It also helps to provide cross-training to all team members in general in order to broaden horizons and help employees to understand other roles and to see how they tie together.
A perfectionist is great in where exact detail is demanded, such as payroll or HRMS data integrity. A perfectionist who goes unchecked in a general HRMS role can become a liability. I’ve seen a perfectionist design and redesign an HRMS process focusing on the minute details that could happen less than one percent of the time while missing out on the benefits to 99% of the population.
A perfectionist needs firm deadlines and the permission that HRMS rollouts of functionality can happen in waves or with pilot groups so they have assurance that there can be course corrections along the way.
The dominant personality
An overbearing personality can shut down HRMS team discussions and alienate HR users faster than the speed of light. It is especially troubling when the dominant person pushes forward ideas and solutions that do not meet the requirements, overriding better ideas.
A dominant personality needs to be channeled to the right tasks in order to provide value to the HRMS team. Do you have outsourced solutions or third party vendors? Dominant personalities can be effective in ensuring that tasks get done, through their determination and drive. Dominant personalities can also be an asset when your HRMS team has hard hitting internal customers who think and act in a similar manner, so assign these resources here as well.
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