HR needs to step up
In my last post I talked about some of the negative connotations that are usually associated with HR. The next step would be to find out ways on how HR can win credibility and position itself as a core business function.
However, before we delve further, it’s important to know where HR’s ‘real’ strength lies. HR cannot be mistaken as yet another support function like administration or IT. While HR certainly has some support oriented tasks built in, HR, in its true essence is a function that adds value to the organization by sourcing, nurturing and retaining talents and by developing effective people strategies and aligning them with organization’s core business objectives.
So HR’s strength is not just in maintaining the status quo, but one of developing and thus adding value. HR is not just about a combo of discrete functions of recruitment, compensation or training, it’s more than that. It’s about helping the business grow by tapping into its human capital; it’s about devising and implementing overarching strategies involving organization’s most important resource – the human resource.
Therefore, for HR to win the heart of others, it must continuously demonstrate links between the organization’s people management and business objectives. HR needs to prove that it has got the necessary oomph to succeed in the changing world and capable enough to weather the storms.
Be business focused
HR needs to talk business. Focusing and exhausting all the energy only on ‘soft’ aspects of management will not serve the purpose. If HR fails to communicate at the same wavelength as of the rest of the business, it’s in danger of loosing credibility. HR professionals need to have minimum business acumen for others to take them seriously. Business is all about numbers and HR should be comfortable with that. There needs to be a balance of focus between ‘soft’ and ‘hard’ aspects of the business.
Thinking long term
HR must see the bigger picture rather than losing its way into narrow focuses. HR professionals can’t let themselves be bogged down by petty administrative activities and fail to contribute at the strategic end of the spectrum. As I have mentioned earlier, it’s about adding value, not merely maintaining the status quo. And one way of doing this is to have long term objectives and strategies that complement the overall business policy.
Risk taker
‘No risk, no gain’, no matter how cliché it sounds, it’s undeniable. Rather than sitting within its own little comfort zone and playing safe, HR must venture out and be more adventurous. With businesses becoming ever more volatile and unpredictable, HR must be proactive and take preemptive measures when required.
Tech savvy
HR should be tech savvy and welcome any new technological development that has the potential to contribute and complement. When we say technology, it’s more than just implementing a new software or HRIS. For instance, some recent and relevant developments include rise of social media and mobile devices. HR should not be wary of them, instead promote concepts that integrate these technologies and channel them positively.
Business leader, not mere business partner
HR professionals need to strive to be business leaders. Why be content with only being business partners? HR has all the necessary elements in its arsenal to turn itself into the most influential and critical business function. What is required is to have that vision to reach the top, the eagerness and determination to succeed and be bold enough to make the right moves.
HR has long played the second fiddle which it can ill afford any longer. Looking forward, it has two options to choose from; bury the head in the sand and pretend it’s doing just fine. Or, shift the gear. and make an impact in the business. To me, the choice is rather simple.
Photo credit: CarbonNYC
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