3 minute read
HOW HR LEADERS CAN TRULY ADD VALUE TO THE ORGANIZATION
from CPHR-MB Fall 2021
by MediaEdge
By Ruchi Kulhari
It’s no big secret that organizations depend on their employees, stakeholders and customers to ensure a smooth-running business and deliver results for the organization. While every business function has a role to play, a company’s growth relies heavily on its workforce.
But what role does human resources play?
Sometimes it’s tough to show the impact of HR to stakeholders inside and outside a firm. They might not really understand the value HR brings to the organization or the exact role human resources plays in making the company successful.
Since organizations cannot be successful without their people, the human resources function focuses on helping the organization achieve its objectives through their human capital.
What should HR leaders do to create synergies between external and internal stakeholders to enhance a firm’s performance?
The key is to create a powerful line of sight between business strategy and actual performance. The value of HR lies with the stakeholders. HR leaders must align practices with the requirements of internal and external stakeholders. If the people leader develops policies and HR practices that support employees and the company to deliver to customers and investors, HR has succeeded. The performance of a company is tied to the performance of its people. The HR function empowers the company by hiring the right talent and developing them to meet the organization’s needs by creating an environment where employees contribute optimally to business success.
For a chief human resources officer (CHRO) to create value for HR, their value does not come from the policies and people management; it comes from developing and maintaining a business mindset. Over the decades, HR leaders have only aspired to have a seat at the table, aligning one’s work with the company’s business strategies.
But now that HR does have a seat at the table, how do they make it count?
The key lies in our comprehension of what drives the business and how we
can use that knowledge to maximize our ability to meet company goals. The head of people must be fully acclimated with the market the firm caters to. The deliverables and strategies often reflect the demand and supply and have very little to do with policy-making.
A CHRO can support the executives at the firm and be a strategic partner when they are able to offer a competitive advantage to the firm through their people influence. The HR leaders are in a unique position to steer the leadership behaviour, employee
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