- Talent Edge Weekly - Issue 210
- 2023 Layoff Tracker of Organizations Announcing Job Cuts | Brian Heger
- Return-to-Office Plans Don’t Have to Undermine Employee Autonomy | Harvard Business Review
- Book: Financial Analysis for HR Managers: Tools for Linking HR Strategy to Business Strategy | Steven Director
- Stop Offering Career Ladders. Start Offering Career Portfolios | Harvard Business Review
- 5 Frameworks for Talent Management | Multiple Resources
- Using Scenario Planning to Enable Strategic Workforce Planning | Multiple Resources
- Build a Recruiting Function That Scales With Your Hiring Demand | Gartner
- 2023 Talent Trends Cheat Sheet | Brian Heger
- How Opinions About Hybrid Work Differ Around the Globe | Harvard Business Review
- Strengthen Your Manager Pipeline by Promoting Self-Discovery | Gartner
- 6 Ways to Make Performance Reviews More Fair | Harvard Business Review
- The New Post-60 Career Paths | The Wall Street Journal
- A New Talent Operating Model: Becoming an Agile and Learning Organization Through Internal Talent Mobility | Organizational Dynamics
- Book: Data-Driven HR: Use Analytics and Metrics to Drive Performance | Bernard Marr
ABOUT ME
Hi, I’m Brian Heger!
I am a Strategic Human Resources practitioner with 20+ years of multi-industry experience in Pharma, Retail and Telecom. My professional goal is to help organizations accelerate business performance through strategically aligned and impactful talent, leadership, and organizational culture practices.
My desire to enter the HR profession comes from my fascination with individual and team performance from a young age. In competitive sports, I was amazed when someone with a natural ability to perform at a high-level did not manage to reach his or her full potential. Or, on the other hand, how someone of average ability managed to become a top performer.
I was even amazed by the extent to which a team coach could influence the
performance of a team one way or another. The leadership style of a coach and
the team culture they fostered could make or break a team. This fact led me to
ask the questions:
- What factors determine high-performance both at individual and team levels?
- How can we influence those factors to drive higher performance?
My desire to answer these questions led me to study human motivation and performance and eventually pursue and earn academic degrees in Psychology and Industrial and Organizational Psychology.
I have been fortunate to work for great companies as an HR practitioner, where I continue to employ various strategies to help drive individual, team, and organizational performance. I have held roles in Strategic Workforce Planning, Talent Management, Talent Acquisition, Learning and Development, and Organizational Effectiveness, as well as an HR Business Partner and Consultant.
On this website, I will provide content that is both interesting and useful to strategic HR practitioners that want to drive performance and help businesses excel. I genuinely welcome all contributions, so feel free to send me a message with your thoughts!
My Philosophy on Strategic HR
- START WITH THE BUSINESS STRATEGY
HR practices linked to business strategy are the hallmark of value-added HR. Start with the business strategy, then identify the strategic capabilities needed to execute it, and then determine how talent, leadership, and organizational culture can accelerate business strategy execution.
- KEEP IT SIMPLE
Unnecessary complexity gets in the way of execution and prevents engagement and support from others. When developing HR strategies, tools, or processes, only add more complexity when the value that is to be gained significantly outweighs the necessary costs, time, and energy.
- MOVE BEYOND “BEST PRACTICES” TO “BEST FIT”
While best practices and approaches help to expand one’s view of what is possible, focus solutions on what is the “best fit” for an organization’s unique culture, circumstances, and readiness. There is rarely one “best” way, and the organizational context is key when making strategic choices.
- FOCUS ON PROGRESS VERSUS PERFECTION
As Winston Churchill said: “Perfection is the enemy of progress.” Have high standards and strive to achieve them, but don’t be immobilized by the desire for things to be perfect before action is taken. Perfection is rarely needed to achieve the desired results, and its pursuit often leads to missed opportunities.
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