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

'50 Things I Have Learned in HR'

I am always asked by HR Graduates what lessons have I learnt that have added to my success as a HR practitioner.

This question has always has been difficult to answer but listed below is an interesting article by Allan Collins from 'Success in HR.'

Alan, a proven HR Executive, takes the opportunity to share 50 things that he has learned from twenty-five years in the HR trenches based on his rich experience.

Moreover, it is an interesting article that encourages HR practioners to look beyond their functional boundaries and add value to the business http://www.successinhr.com/50-things

You are welcome to share your own insights or learnings.

HR helped speed Australia's GFC recovery: AHRI chief

Australia's low unemployment rate throughout the GFC is attributable in part to HR's greater involvement in business strategy and commitment to minimising job losses, says AHRI CEO, Serge Sardo.

Speaking at a recent AHRI breakfast in Sydney, Sardo suggested that the reason unemployment had stayed low in comparison to other downturns was because "the HR strategies within organisations have had more of an impact in this climate than ever before".

Both statistically and anecdotally, he said, "we've heard some terrific stories of how organisations have really tried to reduce the amount of downsizing that's gone on. We've seen so much more creativity in managing costs than ever before".

"Certainly we've seen so much of that going on that we're delighted that not only has HR had an impact on the organisation's success, but the broader economy, which is a remarkable effort. We're really delighted with these results and the fact that the unemployment rate has stayed so low."

HR must learn from GFC
Australia's fast recovery from the GFC has been "terrific" for business, Sardo said, "but the danger in the economy picking up so quickly is that we feel immune to it. Organisations are going back to doing what they did before the recession and there hasn't been a lot of change. It's like 'we got through it, that's ok, steady as she goes and let's keep going'."

The regularity of economic downturns compounds the danger, he said. "Disaster happens, and we use the same tools and same methods to get us out of it. It's almost this temporary fix, and in 10 years' time we find ourselves back in the same position... [and that] is why we shouldn’t waste this particular recession, and try and learn and do things differently as a result of it."

Currently, he said, business is in a "neutral zone' of apprehension, anxiety and uncertainty, but potential and possibilities as well. It's how you manage this that determines the new beginnings".

"As HR people, we do need to take responsibility for that transition and make sure that new beginnings are absolutely sustainable। That's the key buzzword for the next 20 years".

Do you know of success stories out there that we did not hear about? What is HR doing to make these new beginnings sustainable? Looking forward to you joining the discussion and sharing your thoughts.


Tony

HR Business Partners

There have been a number of names for HR practitioners over the years. One of more recent ones is 'HR Business Partner' which was first championed by HR guru Dave Ulrich in 1997 as the way to forward the HR profession.

The term HR business partner implies that HR practitioners work proactively with line managers at all levels of the business they work in. The Chartered Institute of Personnel and Development (CIPD) say that "Business partnering makes HR accountable to the business, and expects HR to add real value. This is a shift away from traditional HR functions where purpose, priorities and successes were defined form within HR."

While there have been a number of HR practitioners who have taken this leap and are taken seriously by business, those practitioners those who have not taken this step risk becoming irrelevant and possibly redundant in years to come.

Good luck on your journey in becoming a HR business partner and making that difference!!!

Tony

HumanResources Magazine, 2008