HR Far Removed? I Don’t Think So
HR is far removed from the people and points that make a difference to the business? Tell that to the disgruntled high performer who’s thinking about leaving the company if better retention efforts aren’t made, or the vengeful terminated employee who sues for an amount that could devastate the company’s finances.
‘I end up getting information from 3rd persons …’
I’d like to be at the table when it concerns HR matters. Instead, I end up getting information from 3rd persons that should not know about or be involved in the matter. It’s frustrating. It makes me feel as if my employer doesn’t trust that I know what I’m doing.
Compensation.BLR.com, now thoroughly revamped with easier navigation and more complete compensation information, will tell you what’s being paid right in your state—or even metropolitan area—for hundreds of jobs. Try it at no cost and get a complimentary special report. Read more.
‘You’ll have to go against the current at some point’
Good article. You can see who has been exposed to good HR and average HR. Collins understands the primary function of good HR, defining and aligning the organization’s culture and to do that you must be the table.
Mundy communicates well the flow of an average HR function but must realize that the right thing to do for the organization sometimes necessarily causes friction. Turning the ship around means that you’ll have to go against the current at some point.
Great HR, manages the current so that we all stay on board.
‘I’d add a number 7’
On Collin’s list* I would add #7 (which should be #1) that is that [candidates for leadership positions] have or can demonstrate emotional intelligence, people/leadership skills, and ability to build trust. If HR does not hire people with #7, leaders are not effective, no matter what else they bring to the organization and we have failed to have an impact on the effectiveness and performance of the organization. It’s all about building relationships and treating people as they want to be treated. It’s all so basic … but difficult to find.
*Here’s Collins’ list from the original article:
Collins’s keys for finding the right people:
- Share core values with the organization and its leaders
- Do not need to be tightly managed
- Understand that they don’t have a job, but a responsibility
- Do what they say they will do–always
- Possess window and mirror maturity (take responsibility when things go badly, point out others when things go well)
- Corporate objectives align with personal ones
‘I’m almost at the table’
This article is a focused one—a value edition and food for introspection and action. It seems I’m almost the “Table” but this has so many connected dimensions and responsibilities.
‘It is all dollars and sense’
Someone once said, “Lead, Follow or get out of the Way” It takes two things to run any organization, ( People & Money).
If you don’t have the right people all the money in the world will never make an organization successful.
That is why your people are your most important asset. Real Strategic Leaders in Human Resources don’t wait for orders to be told what needs to be done. They tell the CEO we need to do this now and this why. We will make money. Don’t do it and I will show you how much we will lose. It is all dollars and sense.
Thanks to all who commented. We appreciate your interest.