HR excluded from decision making
Hi
How can I let our Top structure understand that HR must be invloved in decision making? Many wrong decisions have been made in the past without HR input which means I cannot point out certain implications. After the decision is implemented and money and time is spent, then the decision must be reversed or changed as then the HR only gets to point the implications out then. As HR Manager I have asked many times to be involved, and the top structure agrees, but then they don't follow through. It is almost as they feel that HR is just there to kill fires?
Regards
Sean
Replies to This Discussion
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Permalink Reply by Karin Batev on -
Hi Sean
It is time you demonstrate that HR can have an impact on business direction! To do so, HR needs to develop strategies based on actual business needs. Therefore, HRM measures need to evolve as well. As HR becomes more involved in broader organizational activities, HRM measures should evaluate the impact these activities have on the organization as a whole. (At this point, measures typically focus on outputs and processes and are generally internalized to the HR function or office. The data are used mostly to make improvements to HR-specific policies and procedures. While this kind of measurement is important, measures should also focus on organizational outcomes.) Information from these measures should then be used to inform business decisions and find solutions to business concerns. When you can do this...you will earn your place around the round table!
So for starters, ensure your team builds its own internal competencies to deal with organizational issues, change, and strategizing. Further, it needs to educate itself on busines and program missions in order to understand what is important to the organization, and be able to offer creative and innovative alternatives and solutions to organization wide issues. Finally, it must continually assert the absolute criticality of effective HRM to organizational success.
If you need any help, please contact me.
Regards
Karin
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Permalink Reply by Lunga on -
how is that possible ?? because basically HR is the one that runs the entire company thats why it is called the heart of the company. in our company everything has to go through HR :- Recruitment, IR, Training, Payroll, Benefits. . . .which makes it impossible to do anuything without HR's knowledge. . .I think you need to re-visit your policies.
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Permalink Reply by Gavin on -
I agree with Karin ,HR should develop strategies that supports the business strategies. HR's role is to help the business craft the business strategies and ensure the business aware if the impact on people in the business. HR should then coach the business decision makers and owners of the strategies toward achieving the objectives or goals of the organisation. HR can also play the role of keeping up a mirror and showing what has happened , how and why and impact on the organisation , e.g lessons learnt , way forward etc. Coaching Executives creates awareness , ownership and accountablity.
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Permalink Reply by Peta Jacqueline Horn on -
this is something I feel very passionate and strongly about. I advocate HR business partnering and having done work with associates in this feild and studying Dave Ulrich who is said to be the father of HR Business Partnering, we have developed a nifty course. this has been one of the few courses which I have witnessed a substantial return on investment. For one of my associate's clients they made a R2billion profit because of HR Business Partnering. It encompasses every issue discussed here in response to your query. And yes it is possible that HR is not part of strategy, because HR professionals have created this space we are in. HR professionals have little credibility and this is due to the perception that we add little value to core business. We largely have become HR experts first and Business experts last. Whereas we should become business people first with HR expertise.
we need to talk business and become competent in delivery and not be busy doing.
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Permalink Reply by Sean Bowes on -
Thanks Karin, Lunga and Gavin for the replies.
I agree with you all, but I am finding it difficult to get through to the top structure. The company was functioning for about 12 years without an HR department. Things got too hectic, so they employed me two years ago. I had to start everything from scratch, but the resistance to change (RC) factor is very high as they are used to doings things the way they want to - 12 years habit. I even had a business/HR consultant come and spend 4 days with us, but eventually they fall back to their old habits. However, I see it as a huge challenge. Many things have changed for the good and according to labour legislation, but there is still the RC factor. I will however attempt to follow your advice.
Thanks again
Karin Batev said:Hi Sean
It is time you demonstrate that HR can have an impact on business direction! To do so, HR needs to develop strategies based on actual business needs. Therefore, HRM measures need to evolve as well. As HR becomes more involved in broader organizational activities, HRM measures should evaluate the impact these activities have on the organization as a whole. (At this point, measures typically focus on outputs and processes and are generally internalized to the HR function or office. The data are used mostly to make improvements to HR-specific policies and procedures. While this kind of measurement is important, measures should also focus on organizational outcomes.) Information from these measures should then be used to inform business decisions and find solutions to business concerns. When you can do this...you will earn your place around the round table!
So for starters, ensure your team builds its own internal competencies to deal with organizational issues, change, and strategizing. Further, it needs to educate itself on busines and program missions in order to understand what is important to the organization, and be able to offer creative and innovative alternatives and solutions to organization wide issues. Finally, it must continually assert the absolute criticality of effective HRM to organizational success.
If you need any help, please contact me.
Regards
Karin
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Permalink Reply by Moustafa Mohamed Moustafa wahba on -
Dear Segan
In order for enterprise executive management to accept the involvement of HR staff in decision making, HR personnel should stop describing jobs and tasks and start utilizing Competency-Based Human Resource Management to focus on the individual characteristics that lead to excellence and make top performers exemplary.
Best regards.
Eng. Moustafa Wahba
Competency Assurance & TVET Consultant
mmm_wahba@hotmail.com
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Permalink Reply by Matimu J on -
Hi All,
Sean I understand what you are saying and agree with all that has been said especially the HR measure debate as well as business partnering. I for one am glad that the government has done something to help out the HR cause becuase legislation has assisted with things like redress and skills development. Top management that I find problems with are your CA/Engineer boffins that need to realisse that someohow down the line if they do not shape up the HR value link will be broken and adresssing the problems later they even found that they created obstacles that now will take 3-5 years to get right. At times it entails showing them how a simple processes like exit interview statistics to pinpoint their problems that they created.
Regards,
Matimu
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Permalink Reply by Frances Kazan on -
Hi Sean - I have experienced the same RC with one of my clients (I am an outsourced HR Manager). They have no HR department - payroll is prepared in accounts dept. They are a very successful company with huge HR problems especially high turnover rates. They realised that they had to change when their labour problems increased. I came in and set up all the systems, policies and procedures and then began training executives. Their EQ has improved substantially but they still made decisions without including me in them. It has taken over a year and odo they consult with me about some of their strategic decisions - however I am still excluded from executive management meetings. It is as if HR is used as a band aid instead of a multivitamin. I compile reports on the state of their HR which I am allowed to present to the board but then I have to leave and not be part of the discussions. Very frustrating....
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Permalink Reply by Myles Hopkins on -
Hi Sean
Very valid post and one that the Human Capital environment has perennially struggled with. There is no doubt that the HC professionals, both past and present, have strived to add real strategic value to their business. They have aimed nobly high but driving the implementation of talent management strategies, employer of choice strategies, learning and development strategies, integrated performance management strategies, etc.
What we, as a profession, have failed to do correctly though, is to ensure that the basic foundations and building blocks are in place which are essentially for the successful implementation of the aforementioned strategies. At Qbit Align, we have developed 47 Strategic Integrated People Practices which we believe creates the recipe required for HC to become a true strategic partner. These 47 standards are broken down into Core Standards, Transactional Standards and Value-Adding Standards.
The Core Standards have to be in place before one can ensure that the Transactional Standards are optimised and the Transactional Standards need to be in place before one can ensure that the Value Adding Standards are optimised.
The Core Standards cover the setting up of roles (Generic Roles, Output Strategy, Competency Strategy, Levelling Strategy and Rewards and Benefits Strategy) and positions (Covering personal competencies, performance contracts, level of work, salary, benefits, incentives, etc).
The Transactional Standards cover workforce planning, recruitment, onboarding, performance management, learning & development, reward & recognition, retention and exit management. As stated, these are very transactional and cannot be done effectively without having your core standards in place.
Once you Transactional Standards are embedded, only then can you truly do the Value-Added (strategic) programmes such as talent management, succession planning, career planning and pipeline management.
One cannot aim to succeed in the Value-Added programmes if you do not have the transactional capability down pat. And – you cannot do the transactional activities well if you do not understand the work that needs to be done, how it is structured and how it is rewarded.
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Permalink Reply by Phoebe Nimmerhoudt on -
Hi Sean,
I would demonstrate the actual and potential costs of excluding the Human Capital component in strategic and critical business initiatives and activities. Then, identify the value add of your unit in strategic business objectives, priorities, initiatives, decision-making and other cost saving activities . Hope this assists.
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Permalink Reply by ANDRE COETZEE on -
Hi Sean, all said so far is important and true. What I found that works with all your skills is to lobby with one senior manager at a time. Get them to understand what HR can do for business in their language. As they say how do you eat a elephant - one bite at a time.
Go 4 it
Andre
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Permalink Reply by Mcebisi Mavuya on -
I was once in a similar position about 15 years ago before I become an independent practitioner. What helped in our case was engaging senior managers to find out what their expecations of HR were and why, and what it is that they would like to see us deliver to their business. These managers also had to make firm commitments in terms of removing certain hassles that were identified as inhibitors of performance by the HR group. A combination of this and the results that we as HR felt were important in the performance of our work was used to develop a performance contract which we negotiated and ultimately signed off with the business.
Unless you agree with the business on what HR should deliver, and unless you have a sense of how these deliverables will be experienced by the buisness HR will always be a peripheral activity that does business with itself.
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