Hello! As an HR professional, one of the most overlooked ways to advance in your job is to compile proof of your work. You've invested a lot of time into improving your skills in human resources, and a resume that demonstrates the results of your work speaks volumes about your abilities. Creating proof of work is the best way to showcase your expertise to executives, whether you're aiming to become a director, switch companies to seize a new opportunity, or simply demonstrate your capabilities. So why not start building your own proof of work collection right now? You can do it!
Proof of work Ideas for HR’s:
As a person who works in human resources, you should have a pow to show off your skills and experience. One of the most useful things you can put in your pow is a handbook for employees.
You can start making a portfolio of employee handbooks by collecting policies and procedures from jobs you've had in the past. These documents should be looked at and changed to make sure they follow the rules that are in place now. You may also need to start from scratch and make new rules.
Once you have all the policies, you need to put them in a way that makes sense and write an opening that explains the handbook's purpose and goals. Each policy should have a title that tells you what the policy is about and what number it is.
Before you think the guide is done, it is also helpful to have coworkers read it and give you feedback.
Here are some ways to make a good set of employee handbooks:
Choose carefully what you put in. Only include the best and most important examples of your work. Don't let your resume get out of date. Add new examples of your work as you make them. Make it simple to use. Use a plan that is clear and simple. Use images and movies that are of good quality. Carefully check for errors. Make sure the grammar and writing are correct.
Show a case study of a successful HR initiative
In a successful case study I wrote, I talked about a plan to make it easier to hire and keep employees. The old process was changed to make it more fun and useful for new employees.
A new programme was made after pain points were found through surveys. Six months were added to the time of getting started. Mentors were given to each new hire, and they met with their mentors weekly to set goals and get feedback. A presentation about the company's culture, principles, and key contacts was given as an introduction. Workshops that were optional taught useful skills.
At the end of the trial, 15% more people stayed with the company, and new hires said they felt welcome and encouraged. Due to the success of the project, the company's leaders agreed to make it a company-wide programme. This case study showed how research, planning, and caring about what workers need can lead to big changes.
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