Complaints against HR, which are nothing new, have a cyclical quality.
They’re driven largely by the business context. When companies are
struggling with labor issues, HR is seen as a valued leadership partner.
When things are smoother all around, managers wonder what the function
is doing for them. This is a moment of enormous opportunity for HR
leaders to separate the valuable from the worthless and secure huge
payoffs for their organizations. The author outlines some basic but
powerful steps they can take: Set the agenda. CEOs are rarely experts on
workplace issues, so the HR team can show them what they should care
about—such as layoffs, recruiting, flexible work arrangements, and
performance management—and why. Focus on the here and now. This means
continually identifying new challenges and designing tools to meet them.
Acquire business knowledge. HR needs first-rate analytic minds to help
companies make sense of all their employee data. Highlight financial
benefits. HR departments don’t usually calculate ROI for their programs,
but quantifying costs and benefits turns talent decisions into business
decisions. Walk away from time wasters. Often programs lack impact
unless top executives lead them, transforming the culture. Otherwise HR
is just a booster for initiatives it can neither enforce nor measure.
INSETS: Idea in Brief.;Why HR Is Still Hot Everywhere but in the U.S..
[ABSTRACT FROM AUTHOR]