This article is part of our new State of Employee Feedback Series which will interview a diverse mix of HR experts and thought leaders with a goal of better understanding their perspectives on the current state of and future of HR.

The following is an interview we recently had with Minnie Holguin, Principal and HR Consultant, ValoriHR LLC.

What is the state of the human resources industry today? 

We are prioritizing HR functions that need to be transformed. HR departments cannot be shy about making changes within themselves. The pandemic showed us that a system based solely on standardization, consistency, and written policies is no longer enough. HR systems and  procedures require more flexibility while ensuring a positive employee experience and value to the business. We have experienced the need for a more deliberate, intentional focus on employee well-being. The realization and appreciation that while many functions can be automated, businesses cannot perform without employees and therefore, mutually beneficial to support work-life blend. Additionally, HR is identifying the transactional activities that don't add value and repurpose it's time to value-add activities. Each organization needs to do this for itself because it must be true to its culture and incorporate its purpose. 

What are the most common challenges you face when managing employee feedback and  reporting? 

The system for providing feedback requires a strong foundation; it must incorporate trust and have a common goal of employee success. I often see organizations with a systematic process for providing feedback, and yet, performance feedback is one of the most personal aspects of an employee's job. As with any component of the performance management system, feedback needs  to be authentic, individualized, and use a meaningful, considerate approach. At times, leaders struggle to find the right words to describe the behavior and therefore use general or vague observations, which confuses the employee. Leaders also neglect to be empathetic. They believe  they need to be so removed from the process that they come across as uncaring. Lastly, some leaders avoid giving feedback in a timely manner because they perceive it as a confrontation. This  avoidance behavior also impacts the employee perception of the feedback. 

What are 3-5 pieces of advice for organizations in your industry looking to improve their  employee feedback culture? 

• Consider if your feedback process is too formal. Does it accurately reflect your values  and culture? Is the feedback process more about the process, or is it used as an opportunity to cultivate your company values? Find the right instrument that works for  your company. 

• Keep the end goal in mind and explain why feedback is essential. Help employees trust the process. Both leader and employee should know the purpose of feedback is to develop and support the employee. 

• Be transparent (this also helps build trust). Provide feedback for expectations going  forward and provide corrective feedback for past behaviors. Avoiding past behaviors doesn't solve the problem. 

• Teach meaningful feedback. Managers don't look forward to delivering feedback because  they don't feel equipped. Providing meaningful feedback includes using the correct tone, descriptive words, dates, competencies, applicable policies, and the impact of the  behavior. 

• Educate both leaders and employees on how to provide and receive feedback. Integrate feedback into your culture. Set the example at all levels to show that feedback is not only natural but expected and encouraged. 

What's the future of HR?

The last two years have shown us the complexities of being human. If Human Resources is relied on to support a complex resource (human capital), then that department itself must evolve its capabilities. If an organization's internal HR doesn't have the skillset, companies will supplement with contingent or contract hires. Mental health and diversity, equality, and inclusion will be  considered an essential HR activity when it was once a nice to have. The value and impact of HR have become apparent to all leaders, including those outside of HR. Standard HR metrics will also change. Data is still critical, but it will expand beyond retention or compliance analytics. The value and impact of individual employees will also become a data point. Employees will be  measured by output/value/impact versus face time or hours worked. HR will be more than a  voice in strategic planning. Guidance and specific actions on achieving business success through HR will be expected. 

How do you see your role evolving over the next 3-5 years? 

As a consulting company for small to medium-sized clients, I believe smaller organizations will require more access to the broader HR services beyond fundamental or compliance HR  functions. Mainly as they compete for talent, they will feel the impact of changes in the workforce and need to adjust. As a result, they will seek human resources professionals, previously only available to large companies. When we created ValoriHR, we put a lot of  thought into the name. Valori means value. Our company creates value "beyond the box." My  role and the role of every HR leader will be to deliver on this same statement; create HR value  that goes beyond checking the box. We will accelerate business success by maximizing the value  in human resources.