(highlight:: Service Mindset = Fulfilling Ad Hoc Requests, Product Mindset = Building Scalable Systems to Satisfy
Summary:
The traditional HR BP role focuses on a service mindset, where success is measured by how well clients feel taken care of.
This mindset involves being responsive and assuring clients that their needs will be met, even if the solution is not immediate. In contrast, a product mindset prioritizes scalable systems over handling individual ad hoc requests in a high-touch manner.
By creating efficient systems that can address requests repeatedly with minimal effort, even though it may seem impersonal at first, it leads to increased scalability and frees up time for more strategic tasks.
Transcript:
Speaker 2
So traditional HR BP role, major metric of your success is how taken care of your client or clients feel. And that is a service mindset. You're here to serve, you know, may not know the answer, but you'll go figure it out. Like we'll do it here. You'll be fine. I've got you covered. A product mindset means that we are in the business, not of kind of handling one off ad hoc requests in a high touch way, but creating something that can handle those or answer those requests Multiple times with only one output of effort on my side, which could potentially feel like you are dropping the ball in a kind of relationship way, but you are actually gaining a whole Bunch in terms of scalability and being able to like free up time and attention to work on other stuff.)
- Time 0:21:43
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(highlight:: Having a Product Mindset When Designing HR Processes
Summary:
When designing HR processes such as hybrid work policies, performance management systems, or new training programs, it is crucial to adopt a product mindset.
Every employee in the company is an end user of these processes, each with their own opinions on how things should be. However, giving each individual exactly what they want would result in a convoluted and ineffective system.
Instead, the focus should be on creating the minimum viable solution that works for everyone while allowing for some customization.
By understanding the concept of MVP and end-user configuration, HR can shift from creating complex processes to delivering real value and avoiding creating ineffective solutions.
Transcript:
Speaker 1
One is if you think about the fact that anything being created by HR, hybrid work policy, performance management system, new training, whatever the things are that were my new, new Hiring process, whatever the things are that we're making. Every single person in the company is an end user of a lot of those things. And therefore as an end user, they all think they know what the process should look like. But imagine if every single Slack user who submitted a feature request got it. Like Slack would be an unusable piece of technology. So there's that part, right? It's understanding that every employee in the building has a view on what the hybrid work policy should be. And if you try to give them all their way, you'll end up with a vague piece of garbage that doesn't help anyone. And the role of having the product mindset is what is the minimum viable thing that works for everyone and how much of it can we leave to be customized, decentralized. So we're not trying to design the most complicated process because we know that there are different unique requirements for users. We're not trying to integrate every single user's like bone head idea because that's how we get garbage. And we understand what an MVP is and what end user configuration is and that is what we're aiming for. And it's not easy to do, but that's how we get out of service and into real value creation.)
- Time 0:23:32
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