SNR is excited to launch the second interview in the series Advice From Leaders (AFL) where we chat with industry leaders on workplace themes and topics. This month we chatted with Daeco HR Consulting’s Genevieve Primus.
Name of Organization: Daeco HR Consulting, est. 2000
Owner/Founder: Genevieve Primus, Managing Partner
Daeco HR Consulting, located in Edmonton, has evolved the way businesses perform and manage on a day-to-day basis. As companies grow they begin to need some Human Resource guidance, and that is where Daeco steps in to help. They provide a range of HR services and are available to help business on a as needed basis.
Genevieve Primus holds a Bachelor of Commerce degree from the University of Alberta and started in the Human Resources field working at Home Depot as a operations manager. Making her way up the ladder she moved onto become the Human Resources Manager at Home Depot. Companies work best when they have a clear direction and their values align throughout all departments. Working her way through the roles helped her gain a profound knowledge of how things work well and why. The last role Genevieve possessed at Home Depot was the position as a Manager who was in charge of 12 northern stores in the surrounding area. Needless to say, she has experienced HR in many forms throughout her careers.
In 2012 Genevieve decided to join Elizabeth Disman as a Managing Partner for Daeco HR Consulting. The knowledge she had acquired over the years made her confident in the expert skills and techniques she had developed. Consulting has been very enjoyable for Genevieve because she likes to help people and business to see that they maximize their potential.
Performance management is the HR function that Genevieve most enjoys because she finds growth rewarding. Maximizing peoples potential and helping them grow into a career is what Genevieve loves about consulting.
Performance Management is divided into two main parts: Succession Planning and Compensation Management. Genevieve focuses on succession planning and is an expert in that field.
The way she put it is very interesting to me as I have often pondered similar situations. When you have a poor performer in an organization it is easy to just say they aren’t a good worker. It can be hard to have that difficult conversation to gain a deeper knowledge as to what is going on with the candidate. Genevieve likes to examine employee’s personality and evaluate why they are/are not a great fit for the position. Playing to people’s strengths and weaknesses can help an entire organization grow. She doesn’t look at an employer as just a poor performer; she likes to take a deeper look into why they are performing poorly.
Genevieve explains that feedback from managers is delivered in two ways. The first one is formal feedback and the second being informal feedback. Formal feedback is the introductory performance review that happens within the first 90 days of an employee’s new position.
Informal feedback is what Genevieve believes is the one key factor in successful performance management. She expresses that coaching in the moment is more important and creates a larger impact than people understand. Keeping a line of open communication will help you understand what works for you and your employees. Genevieve expresses the importance of having the hard conversation early on. The situation she gave was one of an employee who struggles with punctuality. If you have an employee who is consistently late, ask them why. The longer you let it slide it will make you more upset. There can always be something happening in someone’s personal life that you don’t know about. Addressing issues and building a strong communication-based bond prevents the major breakdowns from happening among the people in your organization.
When I asked Genevieve what she believes the most vital Human Resources function is she replied with recruitment. Her explanation was that selecting and attracting the right employees is where it all starts. The other functions of HR can’t be completed or run efficiently if we don’t select the enthusiastic and coachable employees. For example, you can’t do succession planning if you select an employee who does not wish to learn and grow. I always preach that you can train and develop people’s new skills that have the drive and attitude to learn. On the other hand, you can’t train someone who doesn’t have the drive or a positive attitude.