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In my previous post, Magia3e asks:
How do you think HR managers need to drive change in their organisations to get the things done that you’ve suggested here?
For HR managers to help organisations drive change they need to be there from the beginning of the planning process and not brought in at the end. For this to happen HR managers need to understand:
- the business and where it wants to go
- what is happening internally and externally that may impact on the business and its business strategy
- what HR practices and strategies are required that will help deliver the business strategy (in other words The HR Value Proposition which is written by David Ulrich who is my HR GURU)
To be able to "get a seat at the table" - HR professionals have been talking about this for so long - there are a few things we need to do:
- Get credibility
- Understand the business and speak the language of the business
- Align HR practices to the overall business strategy
- Build and maintain relationships with the business (you can gain some intelligence about what is happening in the business which could help inform some of the HR strategies)
- Bring ideas to the business
- Develop and deliver HR practices that are going to help the business deliver its business outcomes
- Continually build knowledge
I plan to build on these thoughts in other posts.
The Getting a seat by Allison Denny-Collins, unless otherwise expressly stated, is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 3.0 License.
