Balancing People, Technology and Strategy in HR.

Kristi McClure, Director HR Operations and Technology, Advanced Drainage Systems, Inc

Kristi McClure, Director HR Operations and Technology, Advanced Drainage Systems, Inc

Kristi leads HR operations at ADS, focusing on improving processes and using technology to support people and the business. She works to balance strategy and day-to-day operations, engaging teams, building collaboration and making sure changes deliver optimum results.

A DS is on a transformational journey, modernizing our technology and reimagining how we operate to better serve our people and our business. As part of this evolution, HROT is now positioned at the intersection of operational business processes that affect people and the technology that supports them. Our team is involved in many projects—from creating solutions that are basic process improvements to those that include technology enhancements. Just implementing new technology to check a box of improvement does not necessarily move you forward. We look through a strategic lens before we tackle the work.

Building Strategy and Operations in HR

HR operations are transactional, yet improving them requires a strategic approach and a process that the business can absorb. While culture work is strategic, the execution of the work is largely transactional. From a leadership perspective, there is rightly a heavy focus on strategic vision. Equally important, though, is having the operational know-how to implement that vision. It’s the difference between a good idea and a win. Relationships are key, and they mustn’t just live within the walls of the corporate office. Getting alignment with business partners is the best line of defense against a failed change. They see the problem first and can raise a concern long before you are able to see an issue in performance or metrics. Finding success in either space relies heavily on a leader’s capability in, or willingness to, lean in both directions.

“I have found that even the harshest critics can become valuable assets when they are included in a change. Keep communicating the “why””

The largest gray area or blind spot I see is that some people look past the basics—the essential stepping stones you need before launching an improvement. This includes validating that you have a standard process, that people are using it and that it is working. Great employees can hide a plethora of operational problems. That said, it’s on us to understand why something may not be working or why processes are not being followed, so we can adjust if needed. When I enter a new space, I first go to the people who do the work and ask what their responsibilities are. Then I ask if they are the only person who knows how to get this work done. As many of us know, if you hear “this is the way we have always done it,” then you know you are looking in the right direction. Keep asking why until you get to the root of the issue. Starting an improvement effort with a solid understanding of current responsibilities will allow you to pivot between streamlining and mitigating processes that have a single point of failure.

Engaging People for Better Organizational Results

HR leaders must start by understanding the “why” to ensure technology truly enhances the employee experience. Technology implementations are too often billed as the next great thing. A balanced understanding is key here. Success in the implementation and utilization of technology are two different things. You can have technical success but also a commercial failure.

Before moving forward with a new opportunity, ask if your team is making the most of what it has today. The utilization of technology is a collective skill that requires curiosity and a willingness to try something new. If you have not yet infused that into your organizational culture, you will find more difficulty in attempting to implement something new. When the current tools don’t meet the need and you have exhausted your options in creative solutioning, you have successfully defined the first part of your why.

For HR leaders embarking on large-scale transformation projects, it’s important to simplify where possible, create multiple work streams and engage as much of your audience as you can. Just because the overall effort is large-scale or complex does not mean that each individual effort within it must be. I have found that even the harshest critics can become valuable assets when they are included in a change. Keep communicating the why. The best, cleanest, most pristine process is largely ineffective without the buy-in and support of the people who do the work.