Avoiding HR fads
- David Creelman
- 4月1日
- 読了時間: 2分
HR managers, like other business leaders, often get caught up in fads. One month, "quiet quitting" dominates discussions; the next, it's forgotten. Gamification is hailed as a game-changer—until it fizzles out. Exercise programs sound promising but frequently deliver disappointing results.
If HR follows fads, it wastes time on unproven ideas that may not align with business priorities. Worse, chasing trends undermines HR's credibility and effectiveness.
Avoiding fads isn't easy. If a leader reads about a trendy concept and likes it, they'll ask why HR isn’t implementing it. Fads generate short-term PR value, making HR appear innovative and proactive. As a result, HR may feel pressured to embrace trends, even when their value is uncertain.
Three Strategies for Avoiding HR Fads
Here are three practical tactics to steer clear of fleeting trends:
1. The Talent Strategy Tactic
The best defense against fads is a well-defined talent strategy that aligns with the business strategy. When HR is already pursuing thoughtful, strategic initiatives, there’s less pressure to chase every new trend. A strong talent strategy can be innovative and forward-thinking while remaining tailored to the organization’s real challenges and opportunities. It can have the same appeal as a fad—but with substance.
2. The Delay Tactic
When pressured to adopt a fad, buy time to assess its value. You might say, “Yes, this is on our radar, and we will evaluate its fit during our annual talent strategy review.” By the time that review happens, the trend may have faded, or better evidence will be available on its effectiveness.
3. The Re-invention Tactic
Most fads contain a useful core idea. The mistake is adopting them wholesale without critical analysis. Instead, view each trend as a question worth exploring. For example, "quiet quitting" raised the question: Are we too focused on retention and not enough on performance? That’s a valuable discussion. If the issue is relevant, design your own approach rather than following someone else’s one-size-fits-all model.
Exiting a Faddish HR Program
Even the best HR leaders sometimes get caught up in fads. Once a program is launched, backing out can be difficult, even when it’s clearly not working.
First, avoid framing the exit as a failure. Instead, present it as an initiative that has run its course and is being replaced by something better.
A bigger challenge is managing the HR team members who worked on the initiative. They’ve invested time and effort and may resist shutting it down. An unconventional but effective approach comes from Kenny Moore and Robert Catell in “The CEO and the Monk”: hold a "funeral" for the old way before introducing the new approach. If done tastefully, this can honor employees' contributions while helping them transition to the next phase.
