How Can HR Professionals Bridge the Gap with CEOs and Gain Their Due Importance?

Ways to make CEOs HR savvy

Most organizations, including owner-driven ones, are not able to secure their prime position in HR. My reading is that HR professionals are not staying updated with the business. Though this matter has been discussed for the last two decades, HR professionals are still not equipped to have discussions with CXOs. Isn't it time to reverse this trend and gain the importance that HR deserves?

Hi,

The role of Human Resources (HR)

The role of Human Resources (HR) has indeed evolved over the years, and there has been ongoing discussion about the need for HR professionals to align themselves more closely with business goals and strategy. While many HR professionals have made significant strides in this direction, it's true that there is still room for improvement in some organizations.

Factors contributing to the gap between HR and business

Here are a few factors that might contribute to the perceived gap between HR and the business:

Traditional perception of HR

In some organizations, HR is still seen primarily as an administrative function focused on tasks such as recruitment, payroll, and employee relations. Shifting this perception to view HR as a strategic partner in achieving business objectives is crucial.

Skillset development

HR professionals may need to continually develop their skills to stay abreast of business trends, technology, and industry changes. This includes understanding financial metrics, data analytics, and having a broader understanding of business operations.

Cultural shift

The HR department and the organization as a whole need to foster a culture that values HR as a strategic partner. This requires collaboration between HR and other departments, with a shared understanding of business goals.

Leadership support

HR professionals often require support from organizational leadership to take on a more strategic role. When top management recognizes the importance of HR in achieving business success, it can positively influence the perception and positioning of HR within the organization.

Continuous learning

HR professionals should engage in continuous learning and professional development. This could involve attending workshops, obtaining relevant certifications, and staying informed about the latest trends in HR and business.

Effective communication

HR professionals need to communicate in a language that resonates with the C-suite. This involves translating HR initiatives into business terms, demonstrating the impact of HR activities on organizational performance.

It is indeed time for HR to take a more prominent role in organizations. Many forward-thinking organizations recognize the value of HR in driving business success and are actively working to integrate HR into strategic decision-making processes. However, the specific challenges and opportunities will vary depending on the industry, organizational culture, and leadership philosophy. HR professionals and organizations should collaborate to bridge the gap and ensure that HR is positioned as a strategic partner in achieving business objectives.

Thanks

Dear member,

The heading of your post is "HR Is Not Getting Its Right Place In the Business." It indicates that other functionaries could be getting their due place, but not HR professionals. However, the first sentence of your post is "Ways to make CEOs HR savvy." By writing this sentence, it appears you wish to blame the CEOs since they are not HR savvy. Do you wish to say that if the CEOs become HR savvy, then HR functionaries will get the right place in the organization?

Well, the contradiction between the heading of the post and the first sentence itself explains why HR does not get to the right place. By assigning blame to the CEOs, can HR absolve themselves? The CEOs are not HR savvy as much as HR is not business savvy! At least half of the blame or even more goes to HR. Acceptance of this fact requires an introspective attitude.

Why does HR not get the right place?

This forum gives the reply to this question. The quality of the posts reflects the quality of HR. Notwithstanding their egregious posts, they still have a place in the organization. Is it not an achievement in itself? Whether it is right or not does not matter.

To get to the right place, one needs to be assertive. The assertiveness among HR professionals is missing. Take the example of your post. You wish to initiate a discussion on an important topic but wish to remain anonymous! Why do you wish to withhold your identity? HRs do not get the right place because of this self-effacing attitude. Leadership demands leading from the front and not playing safe by remaining invisible!

To prove one's worth, one needs to be original and authentic. But many HRs are pure copycats! "Copy and paste" may give visibility on public forums or social media, but it is not sufficient to get noticed by the top management. This forum has abundant examples of how HR professionals are good at writing replies that are copied from AI websites!

Understanding the Business

If HR were to get the right place, then they must understand the business. To understand the business, they need to know the costs and ratios associated with their business. They should be able to quantify the impact of human resources on the business. Additionally, they must have good communication skills. They should be good in oral and written communication.

There are a few other competencies to get parity with the other functionaries. However, what I have written above is sufficient at this stage.

Thanks,

Dinesh Divekar

I agree with Dinesh Divekar in that it appears you are blaming the CEO. However, your message suggests that HR is more important, and everyone, including the CEO, should bow down to you.

Why HR is often disliked in organizations

Many HR departments believe they are above everyone else and are the engine room of the organization. You may have missed the memo that says they are NOT. They are just one piece of the puzzle, contributing to the smooth running of the organization along with sales, marketing, finance, manufacturing, etc.

The CEO's role in the organization

Think of the CEO as the conductor of an orchestra, trying to get all the players working together in harmony to create the music. He is the top dog, not HR.

HR's approach to the CEO

HR often goes to the CEO with problems, never with solutions that align with company direction and policy. Invariably, the CEO sends them away with a flea in their ear.

The need for HR to align with company goals

In my view, there is work to be done by HR to solve the mismatch, NOT the CEO. In most cases, he is very clear on his goals, his strategy, and his direction for the company. That's why the board hired him in the first place.

For another perspective on the OP's question, see my next post.

I have made my views on the use of AI in this forum quite clear. I disapprove of it—AT THIS POINT IN TIME. But I looked at the OP's question again and talked to ChatGPT with a different question, i.e., the mismatch between HR and the CEO. Lo and behold, it would appear that AI agrees with me. However, this is unsourced, uncritical information and cannot be wholly relied on. It is a game to be played with, not a substitute for real-life on-the-ground experience.

PLEASE NOTE: This is presented unchanged from its original form. It is for information purposes only, though there are some strategic points outlining actions that could be further researched and given consideration.

Lack of Strategic HR Involvement:

Limited Involvement in Strategic Decision-Making: If HR is not actively involved in strategic decision-making processes, there might be a disconnect between HR initiatives and the CEO's vision.

Communication Challenges:

Ineffective Communication Channels: If there is a lack of clear and open communication between HR and the CEO, it can lead to misunderstandings and hinder collaboration.

Perception of HR as Administrative:

HR as an Administrative Function Only: If HR is primarily seen as an administrative function rather than a strategic partner in achieving organizational goals, it can create a gap.

Limited HR Metrics and Analytics:

Lack of Data-Driven Insights: Without leveraging HR metrics and analytics to demonstrate the impact of HR activities on business outcomes, it can be challenging to align HR efforts with the CEO's vision.

Differences in Priorities:

Mismatched Priorities: Misalignments in priorities and focus areas between HR and the CEO can contribute to a perceived gap.

Resistance to CEO's Agenda:

Resistance to CEO's Initiatives: If there is resistance from HR or a lack of alignment with the CEO's strategic initiatives, it can create a gap in perception.

Limited HR Involvement in Business Strategy:

HR Not Integrated into Business Strategy: If HR is not actively involved in the development and execution of the organization's business strategy, it can result in a perceived gap.

Inadequate HR Leadership Presence:

Lack of HR Leadership Visibility: If HR leaders are not visible, proactive, or influential within the organization, it may contribute to a gap in perception between HR and the CEO.

Cultural Differences:

Cultural Misalignment: Differences in organizational culture between HR and the CEO's office can contribute to a sense of separation.

Ineffective Talent Management:

Talent Management Challenges: If HR fails to address talent-related issues that align with the CEO's priorities, it can contribute to the perceived gap.

Limited Focus on Business Impact:

HR Not Demonstrating Business Impact: If HR struggles to demonstrate its contribution to the organization's bottom line and overall success, it can widen the perceived gap.

Closing the perceived gap between HR and the CEO requires intentional efforts to enhance communication, strategic alignment, and collaboration. HR should actively seek to understand the CEO's vision and contribute meaningfully to the organization's success.

Mr. John, you have stated that HR has limited metrics and analysis, a lack of data-driven insights, and a lack of strategic decision-making. Ineffective talent management, to name a few of your points, shows that you have a grievance with the HR section. Whether you know it or not, many engineers are in the HR field presently for certain purposes.

Tell me one thing, if HR is a failed sector in your opinion, why are there global HRs and HR country heads paid high salaries? Criticism is fine, but don't criticize for the sake of criticizing in a lackadaisical way, just like the politicians.

Thanks

Dear Mr. Raghunath,

Who is a Human Resource Professional?

Please let me know who qualifies as a Human Resource Professional, what the prescribed qualifications are, and the skill sets required for the position.

Knowledge and Skills of HR Professionals

Do Human Resource Professionals have sufficient knowledge of applicable labor laws, human psychology, and general laws? Many Human Resource employees boast about their generalist skills, which may not be sufficient.

For example, there was recently a question about an "Occupier." In what context was the question raised? If you do not know the answer, do you know what questions to ask?

Challenges in HR Skills

Human Resource employees often lack sufficient skills to carry out their responsibilities effectively. They tend to focus on cut, copy, paste methods and lack command over languages. Additionally, they may lack written and verbal communication skills. Remember, a little knowledge can be dangerous.

Improving HR Competence

It is important to prioritize your areas of improvement, acquire relevant qualifications, and continue learning. Above all, understand your limitations. Many HR employees do not disclose their designation, assuming only a manager is recognized in society. It is crucial to be proud of what you are. HR employees should have knowledge about human psychology.

Mr. Dinesh possesses high knowledge and skills in Human Resource functions, which I have not seen in many individuals holding high positions in the HR field. To elevate and advance the HR profession, we need more individuals with relevant qualifications, industry experience, and knowledge and skills.

Remember, express to express, not to impress. The truth may hurt, but it is essential for growth and improvement.

Thank you.

Srinath Sai Ram, you have hit the nail on the head. Lack of training and skills bedevils HR like no other department in the organization. Most people see HR as a soft option; they think anyone can do it. Everyone on this forum can see that this is not the case given the constant posts of "how do I" and the constant reinventing of the wheel, with the same stuff over and over again. All this against the fact that most of the answers are already here to be found with a simple search. People are just too lazy to look. They know someone else will give them the answer, and they will not learn. Why should I learn to do the job when I can get someone else to do it for me is a common theme here.

During my time in the workforce, so many people wanted to work in HR as they perceived it as an easy job where they wouldn't have to work. Even here on CiteHR, we constantly get posts about how to get into HR from people that barely know what HR is or entails.

If you look back over my posts from the last 17 years I have been a member of this forum, you will notice this has been a recurring theme with me. I have constantly asked time after time "how do people get HR jobs when they have no clue whatsoever about it." The answer, of course, is the lack of a proper recruitment and selection process. Now, I do realize and fully understand that people have to start somewhere and this comes down to organizations having a proper training and development program in place to train new hires from day one - not chucking people in at the deep end. It also means allocating a "buddy," if you like, to the new hire who sits with him for the first couple of weeks and starts him off with some basic tasks and then builds on that. But the reality is no one has the time or staff to do that. Everyone wants staff who can hit the ground running on Monday morning of their first day.

It's complex, and there are no easy answers. It starts with recruiting the best HR Managers with solid training and real-world experience to staff the top positions, and then implementing a robust recruitment and selection program to select the best people to staff the department, and then back that up with proper training and development so they reach their full potential. This stuff works, and I can make that claim from my own experiences in the workforce.

To cycle back to the OP's original question, HR has to prove their worth and pay their way in the organization. They have to add value to justify the expense of having an HR department which is not a revenue-earning unit. That means they have to be fully on board with the CEO's vision and strategy for the company, and everything HR does has to push that vision and strategy forward, not handicap it.

I am going to close this thread now as it is straying too far from the OP's question.

A reminder to all members: criticize the ideas, not the person expressing them. Being disrespectful to other members because their ideas do not accord with yours is not to be condoned.