Is HR today, CEO's trusted business ally?
Is HR today, really, the 21st century HR? What is strategic HR?
The Business Consultant, the Business Challenger, the Change Agent, the
Business Evangelist on People Strategy? The Key Catalyst in terms of
"Talent Identification, Integration, Engagement, Nurturing and Rewarding
to report tangible returns in ROI and ‘Value
Building’ terms?”
You may
wonder, what special and unique expertise and genetic combination HR has got,
which creates a great difference to building, a fair, equitable and transparent,
innovative, creative, profitable, meritocratic and a Great Place to Work company?
What
insights and measures HR uses to check the factors count that define a highly
motivated and success oriented work culture?
Does HR
build and present the talent vs. capability scorecard and guides how the
optimization of the talent topography and execution curve can be achieved? Has
HR ever done the true talent mapping? I am not talking about education,
certification and relevant experience columns from the excel file. I am talking
about talent that can result in direct value add to Capability framework of the
organisation and consequently to the customer satisfaction and delight. Does HR
help achieve, the eulogized, true cutting-edge
over competition, we also call competitive advantage?
Does HR
know what transaction non-value adding tasks employees are doing that can be
outsourced/In-sourced to lower level low cost staff? What is the value of the
time and talent loss due to the higher paid staff doing the lower end job or
parts of it?
Can HR
present a talent available versus talent utilization graph? The percentage of
under or over utilization of talent.
Can HR
highlight all hidden spots of "glass ceilings" in the organisation
which prohibit talent utilization and development by creating artificial
barrier to talent’s upward/lateral mobility?
Can HR
spot and highlight, where all we have talent water-shed/rain-shadow and talent
pipe thinning?
Can HR
present total talent loss data in Talent Transmission due to poor and hurdle-infested
processes and archaic conventions of design architecture of solution and
delivery planning bureaucracy?
Can HR
present thorough a public dashboard, how many employees or percentage, on any
date feel like; they are "Thriving, Surviving or Struggling"? The
professional well-being index.
Does HR lose
sleep when talent suffers against boss’s idiosyncrasies and bureaucracy? Do
they raise a red-flag? Do they put their foot down? Do they come forward and
help removing hidden and obvious barriers to talent flow and de-clog growth in
the organisation?
Tell me
why HR should be considered the backbone of organisation's talent management?
What role they play is so different and uniquely value adding and
differentiating than the line manager does?
Is today’s
HR CEO's trusted business ally? Does he naturally get reminded of the HR
partner when he thinks business!
Think
over!!!!
Overriding debates and value judgement tendencies of HR’s worth
to business, here are few structured framework to integrate the ‘HR Champion’
to the business, for impact results! After all, ‘business of business is people’.
ORGANISATIONAL
CAPABILITIES---
Capabilities
are backbone of delivery, company’s sustainable competitive positioning and
advantage. Capabilities are core concepts of long-term plans.
Talent Manager/Org Designer-HR Champion builds a long-term talent (skills and
Competency) capability building plan with mandated training (education,
experience and exposure) , certifications programs at right intervals under
able mentoring and right kinds of projects with objective of building a
Subject-Matter Expert, Area Content Expert and Go-to person for such skills and
competencies. Design time-bound and opportunity linked Career Advancement Plan
to fit in the Talent/Capability Optimizing Framework.
Culture and Change Steward-HR
Champion is culture vanguard who aims at building, propagating and preserving
the unique culture of the organisation by ensuring culture reflects in every
thought, act and planning of the organisation. For any Change Management, the
HR Champ ensures all effective vehicles of communication are used and right
mind-set is built after proper dialogue and iterations on people’s responses.
Seamless integration of changes shall be the end objective of the HR Champ.
Strategy Architect-HR
Champ is integral part of the Corporate Strategy where People Strategy is
closely linked. HR Champ debates the implications of such business strategy on
people and culture and upon negotiations and proper understanding suggest
people strategy that shall fit the new business structure for right results.
Business debates on people strategy from the perspective of alignment to plan
of action and people’s capabilities and morale. HR Champ plays a balancing yet
business ally role, within the framework of HR law of Governance!
SYSTEMS AND
PROCESSES---
Systems
and processes are arteries and veins for smooth function of operations. It
ensures standardized work-flow and right sets of compliance and control.
Systems abilities and Process abilities are matter of continuous improvement
for efficiency of services, effective results and internal-external customer
satisfaction.
Operational Executor
HR Champ is an operational Paranoid, a Perfection Freak and Customer/Employee
Services obsessed professional. He ensures his systems and processes are
idiot-proof and free from individual biases (linked to approved policies and
guidelines) and person-independent. It is trick-free and easy to understand and
operate. HR Champ ensures proper updates and upgrades are embedded on time to
all systems and processes. Trains people on changes and new processes and
systems ahead of implementation.
Business Ally-HR
Champ works with business, for business and ensures business success! Owns his
piece with professionalism and integrity, keeps business aware of each steps of
development and raises red-flags on seeing possible risks, suggest s
alternative plans and solutions, truly partners with business and ensures
success as One-team!
RELATIONSHIPS-
Relationship
s is the software which sits on the hardware and connects with users only if
activated. There is no-auto-pilot in relationships. Relationship is the first
and the last step in building alliance and partnerships. With relationships,
come understanding and trust. HR Champ cannot be a success unless he champions the
art of relationships. He needs this skill in his DNA.
Credible Activist-HR
Champ is the most visible face of people activism, policy implementations,
gathering feedback on existing policies and plans, building networks across
levels and functions, all kinds of diversity and opinions. HR Champ is a
middle-ware, who deftly senses and captures people’s reactions and responses as
a neutral body and helps build platforms for debate, propagation,
implementation or change by involving right set of people to ensure plan and
policies are enforced, rightfully.
The other
important part of Credible Activism of the HR Champ is, acting as vanguard of
values and ethics, adherence to sacrosanct policies of the organisation even in
difficult situations. Ensure that actions are in conformance with established
norms and conventions of the organisation, even in absence of written rules.
Ensure that he has challenged the deviations that erode trust in established
values and processes, whenever it is evident to him or brought to his notice,
irrespective of how high positioned is the violator/infringer!
Global HR
Competencies (2012, Wayne Brockbank, Jon Younger, Mike Ulrich),
The Why
of Work (2010, Wendy Ulrich),
HR Transformation (2009 Justin Allen, Wayne
Brockbank, Jon Younger, Mark Nyman),
Companion
for Strategic Human Resources (2008 John Storey, Pat Wright),
HR
Competencies (2008 Wayne Brockbank, Dani Johnson, Kurt Sandholtz, Jon Younger),
Human
Resource Value Proposition (2005 Wayne Brockbank), The Future of Human Resource
Management (2005 Michael Losey, Sue Meisinger),
Tomorrow’s (HR) Management (1997, Gerry Lake,
Mike Losey), Human Resource Champions (1997),
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