Six steps to greater credibility at "the table"

In this article from HR Capital, Tony Sernack argues that HR professionals who make it to the top table will remain secondary to operational and finance heads unless they can show they're 'not on another planet', There is no 'magic way' to be heard at the top table, he says, but taking some practical steps will help.  Read more at http://www.hrdaily.com.au/nl06_news_selected.php?selkey=1406

If you think 'Lean' is for the factory floor, and certainly not for HR service delivery, think again. This interesting article by Jim Scully argues that lean is about eliminating waste, and the typical service delivery function expends more than half of its resources on waste – that is, performing activities that do not directly deliver value to its customers. 

The concepts of Lean and Six Sigma are very applicable to HR shared services. After all, a shared services center is really more like a factory than any other office environment. In the shared services 'plant', raw information is transformed into valued outcomes – a payment, enrollment, change in status, etc. When you think about it that way, the only real difference is that the floor of your shared services center is most likely carpeted.  What are your toughts?  Is this reflected in your business?

Four Lean Strategies for HR Delivery Service

Connecting HR to Business Results: Five Thought Leaders Weigh In

This is an interesting article posted by Greg Moran that discusses how HR’s charge as managers of human capital has become increasingly important—while its power and influence in the company have remained flat. 

Why does HR so often seem disconnected from the larger goals of the business? Why is it such a challenger for HR execs to show the business value of their initiatives? How can HR better position itself to garner more power?

See what Dave Ulrich, Jack Phillips, Jac Fitz-Enz, Jeff Pfeffer and Paul Kearns have to say about balancing the strategic and transactional, establishing better organizational connections and getting the metrics right.

The Next generation of HR Leaders: Rethinking Retention

Dear Colleagues,

This is an interesting article.  Way back in 1997, Dr Peter Saul suggested four metrics for measuring HR success: its execution of strategy; building and maintaining an efficient infrastructure; optimising employee commitment and capability; and creating a continually renewing organisation. In other words, HR is the function that keeps the human 'machinery' of the organisation operating at peak effectiveness. Read on ... your thoughts and comments are welcome!

http://www.hcamag.com/features/the-next-generation-of-hr-leaders-rethinking-retention/49210

Human Resources: Strategic Business Partner

Dear Colleagues,

This article shows that organizations that consider their employees to be the most valuable asset cannot afford to not have human resources functioning in a true strategic business partner role. Read the article and share your thoughts.  http://www.managerwise.com/

Employees Question the Value of HR

Employees have a much lower perception of HR - in terms of its ability to identify and address their needs - than that of leaders and managers, new research shows.

The LEAD study shows where progress has been made over the past decade - and where it hasn't - in key areas of HR responsibility. http://www.hrdaily.com.au/nl06_news_selected.php?act=2&nav=1&selkey=1538

Strategy: Time for HR to revitalise its approach, again !

HR must evolve as business evolves. Dave Millner in HC Magazine provides excellent strategies for HR to continue towards becoming true strategic business partners

Read more at
http://www.linkedin.com/news?viewArticle=&articleID=118984413&gid=2009811&articleURL=http%3A%2F%2Fwww%2Ehcamag%2Ecom%2Fnews%2Fstrategy-time-for-hr-to-revitalise-its-approach-again%2F41207&urlhash=QOW2&trk=news_discuss