HR’s #1 Unwritten Role: “The Fixer”
It’s one of Hollywood’s favorite tropes.
A phone rings in the middle of the night. The person who picks up is ready for anything, gears grinding before feet hit the floor. Calm, cool, and calculated. Cat-like speed and reflexes.
The Fixer. It’s a famed role portrayed by Harvey Keitel as Winston “The Wolf” Wolfe in Pulp Fiction, Jodie Foster as Madeleine White in Inside Man, and Liev Schreiber’s and George Clooney’s namesake roles in Ray Donovan and Michael Clayton, respectively.
Olivia Pope, played by none other than Kerry Washington, is Scandal’s Fixer. And fun fact: Did you know this role is based on real-life "Fixer" and crisis manager-extraordinaire Judy Smith?
In real-life, Judy Smith’s expertise lies in navigating complex reputational challenges for individuals, corporations, and governments by helping people manage sensitive and potentially damaging situations. Sounds like one heck of a Fixer to us.
Judy Smith, as well as all of the above characters, possess the same traits:
They don’t look for trouble, trouble finds them.
They don’t get frazzled – every problem has a solution.
They produce results.
They don’t take credit. They fix. They move on.
Chief Solver-of-Problems
Everyone who works in HR knows the struggle of being tasked as the corporate problem-solver for a kaleidoscope of symptoms of the human condition. When your phone rings, it’s known that you’ll know how to ‘fix’ whatever ‘it’ is. Being scrappy, resourceful and connected is mission-critical… but, no matter what, supporting the needs of a large workforce in today’s incredibly complicated world is no small task.
Beyond what ultimately lands on your desk are many who struggle with daily challenges and unpredictable catastrophes by themselves. They don’t ask for help, and may lack a support system to turn to. What keeps them awake at night, keeps them away from work during the day, creating downward pressure on workforce engagement and performance, and increases risk of major health episodes and attrition. All-the-while under the radar.
Benefit planning considerations
The way you respond to an employee’s crisis can be life-changing – no small responsibility. Having a ready-to-implement solution is essential in a critical moment. Below are considerations for benefit planning to support those living through crises.
Multi-faceted support
While a single event may create a singular crisis, people often face cascading challenges, from emotional distress to medical needs to logistical complications. Consider benefits that support employees regardless of their situation and can work across your ecosystem and their communities to ensure a direct connection to immediate solutions.
Finding those in need
Consider employees who may not reach out when crisis strikes because of shame or lack of support. Proactive outreach can help to head crisis off at the path, or simply intervene when no other solution is available.
Managerial “Fixer” resource
Provide the real, meaningful benefit for managers with an always-on fast-track to support regardless of the crisis. Immediate support can go a long way to long-term success.
The secret ingredient: empathy
Crisis is anything but transactional, and treating it that way can lead to disdain, confusion and further erosion of the mental state. In times of dire need, there is no substitute for compassion, problem-solving and perseverance.
For HR leaders, preparing for the unexpected is both a responsibility and an opportunity to lead by example. Fostering an environment where employees know they can count on their employer in a crisis builds a culture of trust and loyalty. Employees who feel supported are more engaged, productive, and likely to remain with the organization long-term. So, as you plan for the next inevitable challenge, remember the power of preparation, the strength of resilience, and the value of a compassionate workplace. With these pillars in place, you are better equipped to face whatever comes your way – and to help your team do the same.
