“When the Going is Good, but the Good is Not Going”. A Lesson for HR Professionals
In both life and business, we sometimes encounter a paradox: everything appears to be going well on the surface, but the desired outcomes or the deeper benefits are not materializing. This sentiment—"when the going is good, but the good is not going"—rings especially true in the world of Human Resources.
HR departments often find themselves at the center of organizational "success." Recruitment targets are met, engagement surveys yield positive results, and turnover rates are low. On the surface, everything seems fine. However, when we dig deeper, we may discover troubling trends: employees feel stagnant, diversity initiatives aren't driving real inclusion, or professional development programs aren't fostering the skills the organization needs for future growth.
One area where this paradox is particularly evident is performance management. Many organizations have robust systems for appraisals, goal-setting, and feedback. Employees dutifully complete self-evaluations, managers meet with their teams, and performance ratings are submitted on time. The going is good—compliance is high, and the process is running smoothly.
Yet, is the "good" actually going? Are these efforts translating into improved performance, enhanced employee development, or stronger organizational results? Often, they’re not. Feedback may lack substance, employees may not feel their efforts align with career advancement, and managers may struggle to have meaningful conversations that inspire growth.
HR professionals play a pivotal role in ensuring that good intentions lead to tangible outcomes. Here's how:
Focus on Impact: Prioritize the outcomes of HR processes, such as employee growth and morale, over mere completion rates.
Ask the Right Questions: Regularly evaluate whether initiatives are meeting their intended goals.
Engage with Employees: Collect feedback to understand their true needs and experiences.
Stay Agile: Be ready to adjust programs that aren't delivering results to ensure meaningful impact.
The Takeaway
HR professionals must look beyond the surface indicators of success and dig deeper into whether their efforts are truly creating value. When the going is good, but the good isn’t going, it’s a signal to recalibrate, reimagine, and refocus. After all, the ultimate goal of HR is not just to keep things running smoothly but to empower people and organizations to thrive.