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You are browsing the archive for June 2013 - MANCER Consulting Blog.

HR as strategic business partner/leader?

June 14, 2013 in Services

The undermining of the HR fraternity as neither strategic partners nor leaders is not an agenda for discussion anymore. Or is it?

Keith Hammonds, argued or rather concluded in his article titled ‘Why We Hate HR?’, that the Human Resource function is neither a strategic partner nor a leader.

Of course his words aroused a lot of noise in the lives of HR people around the world. To summarize his arguments: — HR people pragmatically lack strategic & leadership thought process; The HR’s apprenticeship for the CFO is truly evident, proving its genius to curb benefits and grind the payroll; The duplicity and redundancy of human resource processes produce stocks of paperwork even for smallest of  transactions; HR people do not belong to the league of extraordinary gentlemen when it comes to the sharpest stacks in the heap; Where business pursues value, HR pursues efficiency; HR is not the blue-ribbon for employee’s cause anymore; The label outside the corner office never ‘reads’ HR; and it is educated by “literate” incapacity: Smart you might be, the ways you work today will not hold true a decade from now. But! Can you move to that level?  No, you are glued!

Submissively, it can be said for all those who “worked” 20-30 years in Human Resources for the Fortunes list, there is no sanctity of Hammond’s views on HR professionals to a large extent. HR has rightfully occupied a chair on the board and a label in the corner office or at the least to the one next to the CEO.

Strategic HR

HR – Partner of Choice?

Does Human Resource really have space to progress and elevate both its Services and likeness? Don’t be surprised, the answer is in “affirmative”.

Referring to MANCER’s research, we can narrow down to the improvements that can be made to demonstrate value and be called “partner of choice” in developing the business:

Tweak HR analytic for precision and authenticity: Undeterred by overpriced software packages, there is no denying to the fact that there is less than 100 per cent reliability of the data they produce. The importance of this fact cannot be mitigated by calling it a ‘back-office activity’. Rather, it is a backbone-activity. What’s missing is the Right talent, structured audits, and clearly-defined processes.

Create a sturdy Human Resource framework: There’s more to HR framework than just a stack of people packed in a box. Thoughtfully nurturing an Human Resource organization with conscience decision levels and segregation of authority is the first critical success factor. Many HR organizations say so, that there is barely any delegation, HR head goes through everything and everything goes to the HR head and, not so surprisingly, the HR head has neither the time nor the capability of justifying this over-centralized approach. The emphasis should be on the HR interventions and the clearly defined processes that serve the larger purpose – Business.

Establish an escalation process and make it widely known: Escalation is viewed as a bad word by many HR professionals with some even taking it too personally. Confident HR leaders will establish a clear line of escalation, including which employees can go to if the HR leaders, is they are not responding with the requisite sense of urgency. And then, widely publicize this, post this on the intranet and educate employees during orientation programs. As structure and responsibilities change, this chart has to be updated and uploaded of course.


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