Can HR Be On Driver's Seat??? - CiteHR
Garima.agg
Trainer With Leading Insurance Co.
Paras.itm
Manager Hr
Leolingham2000
Management Consultant

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This debate is "ON" from years and still we are sriving for it. HR fraternity has done its level best to learn all the functions, roles and front end activities despite of their irrelevance nature... but we are still on the firing lane for the business knowledge activities, acting majorly as a support fucntion to nurture our different business verticlas.
Can we be on driver's seat for business decisions????
What Say???
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Dear Paras,
No doubt the issue taken by you here is really thought provoking. But i think the answer for your question is.. we HR people are busy always in carving the best talent within the organisation.. so if we take the driver's seat.. who will tell the passengers where and how to sit.
Hope you are getting me..
Anyways.. come on cite-hr people.. share your ideas too..
Garima

PARAS,

CAN HR BE ON THE DRIVER'S SEATS

Yes, You too can help the organization
to drive the business.


1. Analyze the organization’s vision
– Evaluate, articulate and clarify the organization’s
strategic plan for accomplishing its vision. Every firm should have a unique vision
and a specific plan to achieve it. Consider all the ways that the HR department
currently helps or hinders the company’s mission. How could changes in HR policies,
procedures and practices positive affect the strategy? What can HR do to make
it more likely that employees will achieve the company’s vision according to its
strategic plan?
2. Create a business case
– Clearly show upper management how and why HR is a
strategic asset and how it can increase profi ts. Explain how HR will provide the
organization with its most critical resource: qualifi ed, valuable employees capable of
implementing and achieving the strategic plan. Show how HR can build employees’
knowledge, skills, abilities and attitudes to help the company achieve its mission. It
used to be that typical companies regarded the HR function in terms of "how can we
cut costs." But, today’s most profi table, forward-looking organizations view HR in
terms of "how can an HR strategy result in increased profi tability?" The answer to
this question will help upper management see the value of strategic HR.
3. Determine how the company creates value
– How does the organization serve its
customers or clients? Draw a strategy map that illustrates the steps toward meeting
strategic goals. Identify the behaviors that achieve those objectives.
4. Identify HR enablers and performance drivers
– Use the strategy map to diagnose where
HR can make positive changes to elicit behaviors that mark good performance.
5. Evaluate the current HR system
– Look at your organization, policies, procedures,
compensation and reward programs. Does the system augment the company’s key
performance drivers? Do your policies attract, develop and retain staffers who
produce the results the company wants? If not, the policies are misaligned.
6. Define what you need to measure
– What factors can you measure to show if HR
is helping or hindering strategic performance? Create a system to collect data and
measure those factors. This will be your company’s "HR Scorecard." Its numbers are
only as valuable as the relevant information they provide about specific situations.
Much of this data may not be readily available because it wasn’t previously measured.
Since irrelevant data is of no benefi t, you may need to collect new types of data, more
frequent data or data from new sources.
7. Implement the HR Scorecard
– Gather data, measure performance outcomes and
analyze the results. This information lets you tweak HR’s activities and approach to
support the company’s strategic objectives more powerfully.
================================================== ==
An effective HR Scorecard serves two purposes as an management tool:
• It gives you the information you need to adjust HR’s actions and behaviors to achieve
better results.
• It validates HR’s contribution to the company’s success in financial terms.

WHAT YOU CAN DO WITH YOUR SCORECARD
• Focus the Scorecard on the most important goals in terms of the firm’s strategy.
• Determine how the elements of HR’s own system reinforce (or contradict) one
another. For instance, if you are always at full staffi ng levels, but the quality of the
staff is inadequate, then HR is not meeting the fi rm’s needs or supporting a strategy
that requires a high quality staff.
• The things you decide to measure on the HR Scorecard will attract attention, thus
they are the elements that will get managed. Select them carefully.
• Showcase the relationship between the cost and benefi ts of HR deliverables. For
example, it may cost more per hire to attract, recruit and retain high-quality staff,
but the benefi ts may outweigh the additional cost.
• Help upper management understand how HR can create value, so executives see that
it may be fi nancially wiser to invest in HR than to cut its expenses.
• Differentiate between HR doables (what HR does) and HR deliverables (something
that creates desired employee behaviors that drive the company’s overall strategy).
• When evaluating measurements and results, recognize the difference between
leading indicators and lagging indicators.
• If the company’s strategy changes or the performance drivers affecting that strategy
change, HR’s strategy must also change and you must update the Scorecard.
• Conduct a Return on Investment (ROI) analysis to determine the best way for HR to
produce results that abet the company’s strategic plan.
===================================

FINALLY WHAT HRM SHOULD DO
1. HRM VISIBILITY --Make regular presentations about your successes/
contributions/ upcoming programs.
--------------------------------------------------------------------
2. HRM credibility – Sustain credibility by "living" the values you espouse, working
with others, establishing win-win relationships, being honest and taking initiative.
-----------------------------------------------------------------------
3. HRM Ability – Show you are able to organize, orchestrate, manage and deliver change initiatives.
which should aim at the HR objectives aligned with corporate objectives
-----------------------------------------------------------------------------------------
4. Cultivate the company’s culture – Deliberately weave the company’s values, mission,
vision and strategy into the HRM way into the business operation on day-to-day basis.
-------------------------------------------------------------------------------
5. Proficiency – Become capable in HR practices, theories and procedures. Commit to
learning and to delivering results based on what you learn from the company business.
-----------------------------------------------------------------------------------
6. Business knowledge – Understand how your company operates. Know its
technological, strategic, fi nancial, sales and marketing functions. Understand how
they interact with each other and with HR, so you can identify ways HR can help.
--------------------------------------------------------------------------------------------------
7. Strategic performance management -Identify and link the strategic ways
that HR can contribute to the company’s
overall strategy and success.
------------------------------------------------------------------------------------
8. HR SCORECARD - Identify and implement appropriate, accurate ways to measure the infl uence of
HR activities on performance drivers and corporate strategy.
----------------------------------------------------------------------------------------------
9. HRM IMPACT - Estimate the potential implications of a change in HR to identify patterns and
connections in seemingly unrelated data, and to determine the impact that this
change will have on the company’s profits.
------------------------------------------------------------------------------------------------
10.THE MOST IMPORTANT OF ALL - HR COMMUNICATION -
Communicate how HR affects overall strategy and profits, so senior management
can understand that the change in HR represents a positive return on investment.
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REGARDS
LEO LINGHAM

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