2020's Biggest Lesson: HR Is About 'Taking Care of Each Other'

This year – with a health pandemic internationally and a racial justice movement domestically – has been all about learning and managing through almost constant change. We’ve had to be mostly reactive, although I prefer to be proactive. But 2020 didn’t give us a lot of choice.

It’s been an education – and one I couldn’t have gotten any other way. Here are my top 10 lessons learned in 2020 and my first year leading people:

1. Look at employees as individuals. More than ever, we needed to look at our workforce not as a monolith, but as individuals. The events of 2020 have impacted each of our 306 team members differently. We had to be aware of and consider their circumstances at home. Some employees have elderly parents. Others have school-age children or a spouse who’s been laid off. Everyone was dealing – is dealing – with something this year. We all needed and still need to really be seen and understood.

2. Lean on communications. Taking a wait-and-see or don’t-call-us-we’ll-call-you approach was not going to cut it this year. We needed check-ins. We needed to be intentional and timely about communicating. And we needed to schedule more one-on-one meetings than we might otherwise have. We decided it would be OK this year to over-communicate.

3. In times of crisis, check in more often, but more efficiently, too. We used to have leader meetings – about 60 or so people in the company, from branch managers to the executive leadership team – each quarter. We started holding those monthly – virtually, of course. We made them briefer – an hour vs. half a day. But it was important for us to check in more often and to have a forum for leaders to share their challenges. When changes are happening quickly, teams need more frequent check-ins to ensure everyone is holding up and hanging in there.

4. Know the law. HR professionals have to know employment law; that’s table stakes. During COVID-19, new laws were being made, and we had to get up to speed quickly and translate the laws into processes. We had only two weeks between when the Coronavirus Aid, Relief and Economic Security (CARES) Act passed and when we had to be in compliance. Part of taking care of employees is ensuring we understand all of the options available for them in times of crisis.

5. Do the right thing. First, we have to take care of our team members so they can take care of things at home. Employers shouldn’t wait for the ­government to tell them to do right by their employees. We didn’t. Even before the CARES Act passed, we initiated PTO forgiveness. If employees needed time off because of COVID, they could take it with no questions asked. If employees can’t take care of what is important to them, they can’t take care of each other and our members.

6. Put family first. Our president/CEO, Bill Partin, has always said: “Work harder on yourself than you do at your job.” We really put that into practice this year like never before. As a husband and father, I know that each and every one of our team members has families foremost in mind. There are worries about school, sickness, jobs and social justice. Our employees have a lot on their minds. We told employees: It’s family first, job second. Employees need to feel security in their jobs and know it’s expected to take care of family first.

7. The need for professional development never stops. I’m proud that we didn’t neglect professional development during the pandemic. Every employee has an Individual Development Plan (IDP). When some departments slowed down, instead of laying off employees, we looked for ways to keep them engaged and help them meet some of the goals outlined on their IDPs. We were able to shift employees to busier departments. It was a three-month crash course, and their contributions were ­extremely valuable. Not only did we have extra help in some areas, but their feedback and new perspectives made our teams even stronger.

8. Be open to change. The racial justice movement is having an impact on our organization’s culture, too. We’re having organic conversations now; that’s where the change happens. These conversations are better than any training program because they are authentic. People trusting people: That’s where you learn.

9. Value your work culture. We made telework work for us. But, our culture is special. We thrive on in-person contact, relationships and collaboration. I’ve come back to the office; there are about 40 of us here now, and it feels good to be back. We look forward to more of our teams returning but are committed to doing it safely.

10. Be flexible. This year changed me. I’m very organized and planful. I have my to-do list and want everything done by the end of each week. That wasn’t possible this year with our constantly shifting priorities. Priorities become clear in the midst of crisis; priorities are the people who surround you. Family and teammates must be taken care of first.

This year’s biggest lesson, that HR is about taking of each other, will stick with me for the rest of my career. In 2020, I’ve seen up close that HR is about so much more than benefits and pay. It’s about personal relationships and taking care of each other. That’s something I’ll carry with me long after we’ve returned to whatever our “new normal” will be.

Steven Shaffner SVP of People Strategy Sharonview FCU Indian Land, S.C.