mentoring – Workforce

Khalid Raza, a 2016 winner of Workforce’s Game Changer Award, is now a talent acquisition leader at EY. As someone who’s been recognized for his achievements in human resources, Raza answered some questions for Workforce.com about his career in HR, the rise of data analytics and the importance of constant curiosity for a well-rounded talent professional.

Also read: How technology fits into an HR manager’s job description

Workforce: How have you grown professionally over the course of your career?

Khalid Raza: Career is not a destination but a journey where evolution happens with each experience. The growth of a professional is a story of continuous transformation stemming from experiences, interactions, reactions and self-reflection. Success and failures contribute to the depth of learning.

I had the luxury of being surrounded by visionary and compassionate leaders, talented team members who always set the bar higher, and my family which stood by me at all times. My professional growth has been fueled by curiosity to learn, do and achieve more.

WF: How has your career changed?

Raza: [As] someone who gets bored of [the] mundane, I moved roles within HR frequently, allowing me to appreciate and inculcate an understanding of every function and role. The organic accumulation of knowledge has helped me be more effective at all times. I am fortunate to not have a unidimensional career.

WF: What are some of the trends you’ve seen in HR over the past few years?

Raza: Equipped with data and analytics, HR now takes more informed decisions and provides measurable business solutions.

WF: What advice would you tell yourself five years ago?

Raza: The only advice I have is to be more curious about the business we work for. HR exists to support the organization. Isolated efforts yield amputated outcomes.

WF: What have you learned over the course of your career in HR?

Raza: People are the key to success. Organizations that understand this theme continue to grow through tough times, too. Humans are not resources. The most successful teams are [successful] because of the people driving the transformation.

WF: What do you foresee in the future of HR?

Raza: I see more real-time analytics impacting outcomes [and] more open organizations, allowing leadership to tap and leverage mutual knowledge of all the employees. Those days are gone where a bunch of suit-clad executives decide in a boardroom what the strategy of the company should use, oblivious of the fact that the next big idea may come from a desktop engineer.

Impact of changes need to be understood in real-time through sentiment analysis.
Tailored bouquet of compensation structures.
Skills and value-driven compensation and growth.
More focus on inclusion than diversity.

WF: What are some things that you value most about your career field/position?

Raza: Talent or HR as a function deals with people, and as I alluded earlier, people drive companies to success or failure. I value the impact HR makes to the organization’s growth.

WF: Do you have any advice for HR professionals?

Raza: Yes, I’d [like to share this] guidance to HR professionals:

Be Curious.
Strive to learn more at all times — people, experiences, struggles, success, and failures — there is always a lesson to be learned.
Don’t network. Build relationships. Adding random people on a social network is of no use unless you have built relationships with them.
Always find a mentor who can guide you — be it a career mentor or a skill mentor.

Also read: HR 101 for new human resources managers

Conversations on developing greater inclusiveness at workplace today are centred heavily on changing the attitudes and ways of working of the groups that have majority representation in the workforce. That makes sense because the onus of inclusion cannot be on underrepresented groups that may not have the power or influence to bring about change.

But that does not mean that underrepresented groups need to sit around helplessly until the work environment changes substantially to make them feel included. There is plenty that they can do, in their own limited spheres of influence, to make themselves heard and even help their leaders make the workplace more inclusive for them.

Also read: Workplaces Should Be Chasing Inclusion, Not Diversity

Bolster your voice – The most obvious idea is to start or participate in employee resource groups. These are groups of employees with shared backgrounds or life stages that come together to support each other by sharing experiences and aiding in personal and professional development.

If your organisation doesn’t have one that meets your requirements already, it is not a bad idea to take initiative to build one. More likely than not, management would be happy to provide resources to help your group interact as it will help them understand more about your group and its needs.

An ERG is not the same as informal corridor conversations with employees of your background. It needs to have a formal structure to provide an effective forum for employees to come together and discuss issues and ways of supporting each other. It can also be a great way to brainstorm further on what actions the group can take to make the workplace more inclusive.

Question assumptions – At the root of all biases and misunderstandings are ill-founded assumptions. It is a human fallacy to jump to conclusions quickly, and we don’t always have the time or mind-space to think through our impressions in detail.

Question these assumptions, both those of others or your own. Ask clarifying questions to others when their behaviour does not seem inclusive to you. “Why do you say that?” or “Is this the reason why you think this way?” Are they operating out of biases or do they have other doubts in their mind? Provide clarifying information to help bust their assumptions and see the other sides of the story.

This is also a good way to test your own assumptions. Are you assuming that the other person is viewing you in a certain light, without checking with them on their actual opinions? Even if your assumptions get confirmed, you will gain more information and insights as a basis for further exploration.

Speak up when you see behaviours that exclude – It is dangerous to be a silent bystander to an act of exclusion. Silence often implies condoning. If you see someone behave in a way that excludes you or a colleague, call it out.

This need not be confrontational. Use your situational judgement to gauge how best to address it tactfully. You can speak in private to the person who acted that way, use humour to diffuse the tension while bringing the person’s attention to their behaviour, or be firm about stating openly that the behaviour was not okay. If you see your colleague at the receiving end of such behaviour, then check-in with them on how they are feeling and how you can support them. At the same time, you will also have to be open to feedback from others on your behaviours that may make feel them excluded.

Interact with different people – Workplace interactions often get limited to departments or colleagues who are physically seated close to you. It is a good idea to walk around and introduce yourself as well as initiate interactions with people from different areas across the organisation.

If this seems daunting to those who are more introverted, then you can also create planned forums to help diverse employees come together. This is the opposite of an ERG, where you are encouraging interactions with people from different backgrounds. Take time to talk about things outside of work in these interactions or forums. This is a great way to understand other people as individuals and build relationships that ease the flow of communication. Being inclusive is easier if we understand each other better and feel more connected with them.

Also read: The ROI of Diversity and Inclusion Efforts

Be a part of a mentoring relationship – Being in a mentoring relationship gives you the opportunity to influence another person’s thoughts and behaviours. It is a fantastic way to share experiences and learn each other’s viewpoints. Irrespective of the topic you choose to mentor someone on, there is always room for you to help them understand what behaviours, in the domain that they are working in, can help promote inclusion. Alternatively, as a mentee, you can take the lead in some reverse mentoring by helping your mentor understand what inclusion means to you.

Inclusiveness is a two-way street. While majority groups have a long way to go in terms of behaving in more inclusive manners at the workplace, it is also important that underrepresented groups get proactively involved in the dialogue so that they feel heard and are able to contribute positively.

Tag: mentoring

Always be curious: Khalid Raza’s journey through human resources

Inclusiveness Is a Two-Way Street