What does 'good' look like when it comes to HR professionals?
What makes a good HR professional? As the demands on HR increase, this question is becoming critical - not just for HR, but for business, too.
What makes successful HR professionals through the eyes not only of HR, but also its business partners and HR headhunters?
What does good look like?
In this environment, the business's need for HR talent is greater than ever, but research suggests that not enough HR professionals have what it takes to meet the challenge. So what do they need?
Study shows that the best HR people bring a highly commercial outlook, combined with deep HR expertise and an unusual quantum of emotional intelligence (EQ).
HR wants to have influence, it must be able to clearly articulate the business challenges in the language of the business, focusing not on what HR does, but on the value it brings. The worrying insight from the research was that "the majority of senior HR people cannot enumerate the value they bring".
Credibility
Finance does not get credibility from knowing about the business alone. It gets credibility from its deep understanding of the numbers. While HR must understand the business, it adds value through its deep understanding of people and how they react and behave. Once again, we noted how few HR directors have a deep experience and understanding of HR models and theory, or spend time philosophising about HR.
The final element that differentiates great HR directors is a combination of integrity, political savvy and courage. They develop deep, trusting relationships with the business so people confide in them, knowing that they will use that information for the benefit of the business, not their own careers. They know how to influence the chief executive and board, and say what needs to be said.
Development
The second question we sought to answer was if we know what a good one looks like, how do we find and develop them? Once again, the research showed only a minority of organizations are practicing talent management in the function. HR needs to consider how it will attract good candidates into the profession and provide them not only with deep HR expertise, but also with commercial experience. By the time they become an HR director, they need to have an intuitive understanding of what business is about and how they can contribute to it.
Any more points from your side friends
Regards
Shilpa
What makes a good HR professional? As the demands on HR increase, this question is becoming critical - not just for HR, but for business, too.
What makes successful HR professionals through the eyes not only of HR, but also its business partners and HR headhunters?
What does good look like?
In this environment, the business's need for HR talent is greater than ever, but research suggests that not enough HR professionals have what it takes to meet the challenge. So what do they need?
Study shows that the best HR people bring a highly commercial outlook, combined with deep HR expertise and an unusual quantum of emotional intelligence (EQ).
HR wants to have influence, it must be able to clearly articulate the business challenges in the language of the business, focusing not on what HR does, but on the value it brings. The worrying insight from the research was that "the majority of senior HR people cannot enumerate the value they bring".
Credibility
Finance does not get credibility from knowing about the business alone. It gets credibility from its deep understanding of the numbers. While HR must understand the business, it adds value through its deep understanding of people and how they react and behave. Once again, we noted how few HR directors have a deep experience and understanding of HR models and theory, or spend time philosophising about HR.
The final element that differentiates great HR directors is a combination of integrity, political savvy and courage. They develop deep, trusting relationships with the business so people confide in them, knowing that they will use that information for the benefit of the business, not their own careers. They know how to influence the chief executive and board, and say what needs to be said.
Development
The second question we sought to answer was if we know what a good one looks like, how do we find and develop them? Once again, the research showed only a minority of organizations are practicing talent management in the function. HR needs to consider how it will attract good candidates into the profession and provide them not only with deep HR expertise, but also with commercial experience. By the time they become an HR director, they need to have an intuitive understanding of what business is about and how they can contribute to it.
Any more points from your side friends
Regards
Shilpa