Voici comment vous pouvez transformer l’échec en une opportunité de croissance en tant que professionnel des RH.

HR professional, your first step is to embrace the reality of the situation. Acknowledge the setback without assigning blame or dwelling on the negative. By accepting failure as a part of the growth process, you create a foundation for constructive analysis and improvement.

La enteligencia emocional es parte fundamental de un gerente. La aceptación es uno de los pilares para el equilibrio emocional, y otro aspecto importante es el no juicio, cuando nos "desidentificamos" de la situación, es más sencillo poder buscar soluciones de manera objetiva y efectiva

As an HR specialist, see failure as an opportunity to grow and learn. Examine the issues, get input, and make the necessary adjustments. Learn from failures to become resilient, adaptable, and creative problem solvers. Accept obstacles as chances to hone tactics and promote an ongoing improvement mindset throughout the company.

Yes gaining insights from your failure is first step towards success. Apart from.that you need to analyze process and people independently what went wrong and also control or lapses in process. HR always start controlling people as it is easiest thing to do and don't think beyond that because they feel this is what they are meant for. However deep analysis will not only get to know real picture but also create ethical culture ans trust of employees in HR and their processes.

Some failures cost more than others, yet all are solid education & growth opportunities. Failures are often due to a Knowledge, Skills, or Ability (KSA) gap. Others can be due to burnout or mental distractions. To determine the source, both you and the employee can outline all details of the failure, including what could be done in the future to prevent it from each perspective. Assuage the communication and quell the anxiety at the table for this discussion. Compare notes, identify the root cause, and brainstorm effective solution(s) to avoid this in the future. Address operational issues that contributed then employee concerns with a performance plan. Is the employee in the right role? Good for the company? Know, then act accordingly.

Parte de la dirección y control en una organización, es ir analizando los procesos y situaciones. En ocasiones puede ser complicado identificar alguna situación, pero los números no mienten, cuando la estadística nos indica que algo no anda bien, es momento de accionar. Los números no siempre se refieren a lo financiero, también se refleja en indicadores, evaluaciones de clima laboral, ausentismo, rotación, etc.

Realizar un inventario de de los aciertos y desaciertos en una empresa en una buena práctica, documentar de manera objetiva cada situación nos puede ayudar a analizar los aspectos a mejorar, lo que podemos volver a implementar con los cambios pertinentes, y lo que definitivamente no debemos repetir.

Comunicar las buenas noticias y lo que no ha funcionado, da visibilidad de ser un líder "humilde y humano" que reconoce que hay un margen de error y que la excelencia no es sinónimo de perfección, si no de mejora constante.