Developing a Business Relevant HR Function – Adding value through analysis, relevance and evidence
Presenters: Pat Wright, Thomas C. Vandiver Bicentennial Chair, Professor, University of South Carolina Phil Rosenzweig, Professor of Strategy and International Management, IMD Nick Holley, Director, CRF Learning
CRF held two member meetings, one at Church House in London on 31 January 2017 and one at MCE in Brussels on 2 February 2017, to discuss the report ‘High Impact HR’ authored by Gillian Pillans.
Effective HR and People Management is difficult work best done by the most capable, professional people who are experts in their field. Levels of expertise need to rise.
There is a migration from transactional, efficiency-led, services work to higher added value capability work which embraces talent, performance and the creation of a stimulating context where people can flourish.
There needs to be a clear line of sight between the business need and the organisation activity.
To be effective we need to start with business needs, plans, and purpose and conduct an analysis of current circumstances and requirements for delivery of plans. (For further discussion on analysis, please refer to CRF’s ‘Developing Commercial Acumen for the HR Function’ report published in 2013). Sandy Begbie of Standard Life summarised a business minded approach to HR: -
What are the business benefits? What are the costs? What are the risks?
These are essential questions for all HR initiatives.
We recognise that whilst it is important to recruit and develop good people – it is equally important to employ them in a stimulating environment. Conversely good people can be stifled by the context in which they are employed. Working to improve the environment is as important as “improving people”.
© Corporate Research Forum 2017
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Developing a Business Relevant HR Function – Adding value through analysis, relevance and evidence
Figure 1: Talent context and capability matrix
Nick Holley illustrated the concept with a football analogy. England has talented players who operate individually with no team ethic. Iceland’s players are less talented individually but their values, their team ethic and their enthusiasm and organisation were greater than the opposition during the 2016 UEFA European Championship!
Avoid fads and fashions. Jumping to conclusions, quick fixes and off the shelf products rarely works. We need to tailor the solution to the circumstance.
We also need to follow principles of social science. This requires definition of the subject matter, cause and effect, examination, good planning, and decisions made on evidence not gut feel.
The CRF planning framework on page 3 could be helpful. Key points are: -
Our framework suggests planning is a continuous iterative process. It is based on planning (the top 3 boxes) and implementing (the bottom 3 boxes). It emphasises the evaluation of activities and people. It commits us to prioritise. It is a team effort. Most of us work in teams, not as individuals, and it is important to involve people to get commitment. It illustrates ‘line of sight’. Life isn’t a succession of boxes and life isn’t always so simple. Nevertheless this is a structured way of planning and reviewing HR’s agenda. It links to the business, defines HR’s objectives and at the same time emphases the importance of evaluation.
© Corporate Research Forum 2017
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Developing a Business Relevant HR Function – Adding value through analysis, relevance and evidence
Figure 2: CRF's Strategic HR Framework
For any further discussion and our thoughts on this topic, please contact: -
Nick Holley, Director of CRF Learning: nick@nha.uk.com Mike Haffenden, Director: mike@strategic-dimensions.co.uk Gillian Pillans, Research Director: gillian@crforum.co.uk Stephanie Bird, Associate Director: stephanie@stephaniebird.net Lynn Little, Events & Membership Manager: lynn@crforum.co.uk
Š Corporate Research Forum 2017
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