If you have been following this series, you can probably guess where Level 4 lands. If you have not been following along, I get it – well, actually, I don’t, but before you move on, you can catch up on the first three levels, as well as sign up for our email distro list so you can get this blog sent right to your inbox and what could be cooler than that? Think of it as a present from me every so often (sorry, no scheduled days to post – I am bad at commitments), just head over to hrforyall.com.

If you are at Level 4 on the HR Development scale, I am going to venture that you are a leader. As an HR leader, you probably understand that increased engagement results in increased productivity. You also know that approximately 98% of engagement stems from culture, and that no amount of ice cream socials or well-choreographed team outings can fix a bad culture. I am not saying you do not see value in these types of things, only that you also understand that HR is a cost center and as a cost center you have to be aware of your spending and ensure that any money you allocate makes business sense and aligns with the company’s values. As a leader, you also know that when you present a case for this type of investment, you always have data as back up.

Not only this, a Level 4 HR Leader has a complete toolbox at their disposal and will not only use whatever tool they need to get the job done, but they also know to use the right tool appropriately. In other words, you regularly ask: does the behavior in question really warrant termination? Is it the right time to promote this associate to customer, or should we put them into a development program?

A Level 4 HR Leader has the mental wherewithal to pump the brakes on a knee-jerk reaction because it will be the easiest thing to do at that moment. For instance, it is possible that losing a critical team member is beneficial for the long-term health of the team, even though it may mean a significant increase in workload for the team for the coming weeks or even months. It may take some coaxing and diplomacy when making this proposal to a Department Head who is about to lose a key team member – even if that team member has positioned himself to at least appear to be a critical lynchpin in the department.