Commitment vs. Disruption of HR

Commitment vs. Disruption of HR

I recently attended a meeting where people were discussing “how broken HR” is and how much employees dislike Human Resources. Despite the fact that HR professionals and SHRM have been trying to overcome this stigma for years, the generalization of the problem is detracting from the significant work and progress that has been made by a lot of HR professionals.

Is the problem the HR name, the talent, the lack of support at the top, technology, the failure of HR to establish value to the business, or the fact that the workplace is changing so rapidly that HR is unable to stay out in front of the challenges? Has HR really failed? Or, is HR just like most functional areas redefining their role to better support the business in a time of rapid change?

This is not about a name change, although many HR execs are changing their titles. And, the answer is not about appointing non-HR types as the CHRO. If there is a failure on the part of HR, it is about not providing clarity about their role and not communicating to the business about what is being done to address critical talent gaps. And, in many cases, it is about a lack of commitment at the top and being open to new ideas since the function is still viewed as a cost center.

To maximize the company’s competitive edge related to talent, it starts with strong HR leadership and the unwavering support of the CEO to go down the path of change and manage through the noise of change. Building relationships and credibility gets the journey started for HR, but delivering results and adding value to the business is the ultimate ROI.

So, there is no magic formula for HR to get to the finish line. But, there is a platform for change given the continued hype about the disruption of HR. If you haven’t started the journey, now is the time to define your strategy and the steps to get you there.

Great companies are making huge changes in how they effectively manage culture and talent. It is no surprise that they are the same companies that are delivering positive returns for their shareholders. Perhaps a stronger presence on the Board, prioritizing the HR initiatives, re-scoping the responsibilities under the HR umbrella, support from the executive team, or investing in your HR leaders will help position the function for success.

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