| Over the years I have worked with many HR | | | | around for a long time, no thanks to HR. Fortunately, |
| professionals on various organizational improvement | | | | they have a good product that is known and loved |
| projects. During our conversations it was not unusual | | | | around the world. Do you really think that the executive |
| to hear complaints about HR's role, or lack thereof, in | | | | team of this company would even bother to care |
| the management of the company. Repeatedly I heard | | | | what this VPHR thought about company issues? |
| comments such as "we are not sitting at the table" | | | | If HR wants to be a strategic partner with the |
| and "HR practices are not aligned with the mission of | | | | executive team, then HR needs to start thinking about |
| the company." Of course, the blame for this not | | | | the mission of the organization and figuring out what |
| happening was typically laid to rest at the feet of the | | | | HR needs to do to make it happen. Companies need |
| executive team with the lament -- "They just don't | | | | people to make it work. That's what HR is all about, |
| appreciate what we do around here. All they see are | | | | right? Yes, transactions are necessary but that should |
| the employee transactions that we perform." | | | | not be the primary determinant of day-to-day HR |
| You know what? That's right. What is HR going to do | | | | activities. |
| about it? | | | | Some of the obvious questions that HR should be |
| I can't help but be reminded about a piece of advice | | | | asking include: |
| given by Jock Ewing to Bobby on the TV show Dallas. | | | | - Is the organization attracting employees with the |
| When Bobby complained that he had not been given | | | | proper knowledge and skills for today's jobs as well as |
| the power to run the company, Jock replied "Nobody | | | | jobs in the future? |
| gives you power. You take it." | | | | - Is the organization providing the on-going training - |
| So, Bobby (I mean HR), I ask again what are you going | | | | internally or externally - to develop the skills necessary |
| to do about it? Do not assume that the executive | | | | to perform the jobs of the future? |
| team is going to change their opinion until HR makes a | | | | - Is the performance review system geared toward |
| move. But that's not going to happen until HR itself fully | | | | guiding future performance as well as assessing past |
| understands the value that it can and should bring to | | | | performance? |
| the table. The executive team doesn't appreciate HR | | | | - Is our compensation and benefits program designed |
| because HR doesn't appreciate HR. | | | | to motivate and retain the key talent that we need to |
| About 30 years ago I was discussing the possibility of | | | | ensure future success? |
| conducting an employee survey for a major global | | | | Now, to be able to answer these questions, HR must |
| manufacturing company. The meeting was with the | | | | know where the organization is heading - even if the |
| HR team including the global VPHR. As we were | | | | executive team doesn't - and how to get there. |
| discussing the value of the information to be generated | | | | Every morning when HR professionals wake up, they |
| by the survey, I mentioned that one of the benefits | | | | ought to be thinking the same thing that executives |
| was to increase productivity and profits. In no uncertain | | | | and line managers are thinking - "What am I going to |
| terms the VPHR said "Why should I care about | | | | be doing today that will improve the work environment, |
| profits? I'm in HR." Really? And you wonder why | | | | increase productivity, and grow profits?" Until this |
| nobody takes you seriously? Now, this company has | | | | happens, nothing will change and rightfully so. Sitting at |
| been around for a long time and will continue to be | | | | the table is a privilege that must be earned. |