The word "extreme" is well, extremely popular. You've heard of extreme sports, like bungee jumping and sky diving, and the trendy extreme makeover shows for people and homes. Many of these are over-the-top radical stunts, but sometimes the pay-off is extreme too. Can this notion fit into the HR realm? Of course!

Many times we think of human resources managers as reining employees in-mainly to manage and reduce risk. It's just as important, though, to welcome risk, because without taking chances, you could be failing your organization.

It isn't necessary to scale the Hancock tower in Fear Factor-like fashion. We're not talking about death-defying feats or reckless acts, but calculated appropriate risks. Growth will not happen without risk.

CEOs and presidents may pay lip service to risk, but that's not enough. Organizations need to make a commitment to integrate risk into the corporate culture. Company leadership must be invested in risk- emotionally, financially and organizationally. Financial investment validates risk-taking. Risk has to be in the budget.

Employees also need to see that risk is part of the organization-it's what's done by leaders and managers in all departments, not just the mavericks in marketing or R&D. Why is risk so important? Companies that embrace risk foster a learning organization-a place where employees are encouraged to discover and create. Risk also can be a powerful recruitment tool. Employees want to work for companies that respect and encourage innovation, and don't personalize failed organizational initiatives.

Okay-enough theory. It's time for a real-life example showing how risk can work in the HR world. It's the story of a sales manager being heavily recruited by two companies. The CEO invited this recruit to the national sales meeting, where he stood before the entire organization to introduce the candidate as - Next Year's Top Producer! - Risky? Yes. Did it work? Yes. The sales manager accepted the position, and immediately knew how highly valued he was.

And, if he had said no? Another important part of the risk-mix is failure. Sometimes you will fail, and you and your organization need to accept that. Many company leaders say - Oh, we won't let that happen. - If that's the case, are you really taking risks?

How failure is handled also shows your organization's dedication to risk. Does your company pretend failure never happened? Is the risk-taker fired or targeted as a scapegoat? When failure is ignored or punished, the organization loses a valuable learning tool. What went well? What didn't? What changes should be implemented for next time? How do you ensure there will be a next time?

All risks make value statements about the organization. What kind of messages do yours make? What kind of risks do you take? What is your organizational readiness? Many companies only take risks when they see no other choice. It is best to take risks when there are choices-when risk is the best choice.

In reality, every hire is a risk. No matter how good someone may look on paper or in an interview, there is no guarantee that he or she will work out. I know a VP, HR who was looking for a second in command. In walked a very pregnant woman who was perfect for the job. Conventional wisdom says this is a risky hire. Other managers in the company told the VP she was nuts to even consider this candidate. -By the time you hire her, she'll take maternity leave - and who knows if she'll come back? - But the VP hired her. It was a risk, and it paid off. For many years they were an outstanding team, and helped grow their organization into an industry leader.

Risk can be advantageous with other HR strategies. Many HR managers are afraid to experiment with creative benefits, like sabbaticals, telecommuting, or pre-retirement services. Risk can be expensive and failure might mean your job. If you are afraid to take risks, start by taking small steps. Develop a pilot program in one department, and see if there is a measurable difference in employee satisfaction and retention. If you make mistakes, make corrections. Demonstrate the rewards of your risks to gain credibility and increase support from leadership.

Risk-taking in human resources doesn't need to be labeled extreme. It should be a central part of the HR function and the organization. By fostering risk-and sometimes failure-you are encouraging your organization and employees to take chances to help the business grow. And if you don't grow, you die.