Tuesday, July 2, 2013

HR Championing!

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!

References--- HR from the Outside In (2012, Jon Younger, Wayne Brockbank, Mike Ulrich),
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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