Grace Tallar

<p>Finally, the Human Resources arena is being refined. While for the last two decades, the corporate and business world has demonstrated a proactive attitude in areas of technology advancement and operational management, the Human Resources agenda seemed to be standing still. That s my conclusion not only from years of working as a career developer internationally but from the perspective of a job seeker as well.</p> <p>Should HR executives and managers be blamed entirely for this status quo? Not quite. In my opinion, HR departments were aging and ailing because they were hardly empowered or properly included by top management in a strategic development and decision making process. Unfortunately, they were primarily given watchdog and police function to ensure compliance.</p> <p>Te second major reason for HR s rather submissive attitude is a cluster of too many incompatible activities in one staff department. Rosabeth Moss Kanter, an internationally known business leader, points out that HR has a wide spectrum of activities that require different skills: "There are legitimate organization design questions about whether that bundle needs to be together in light of new realities and technologies."  Being "staff" rather than "line" makes the HR department mainly administrative support to demands of powerful line managers. The fact is that most hiring decisions are made by middle- and upper-management. HR facilitates this process, but usually in a reactive mode.</p> <p>The third important area that requires immediate action in the HR domain is - selection and recruitment. In the light of global competition for talent, an "arrogance of supply" attitude is no longer acceptable. Personally, I have always considered this attitude as a major sin, and cause for lost talent - even in times of labor abundance.</p> <p>The major difference today is that talented people can play the same game. They are well aware of their market value. They plan and create their own career paths, and these quality employees quickly transform from interviewee to interviewer. These people are not desperate for just a job opening - they are interested in a new opportunity and value added for both parties, and you, as a recruiter, will be compelled to answer all their questions intelligently, professionally, and gracefully. It will take creativity to attract talent, and the quest extends to all levels of an organization. To hire and keep talent will take a savvy leader who knows how to connect people, business, and strategy.  I agree totally with Sergey Brin, the Google co-founder, who underlines endlessly "Quality talent is always scarce."</p> <p>My advice is to start examining closely who is working in your HR department. Is the senior HR executive a courageous professional who tends to be a visible advocate of the importance of people, and of investment in people? Is he empowered to lead public policies issues of training and development, higher education, or foreign workers? How often is he meeting with leaders, managers and employees?  Is he able to tell the "company story" as fluently as marketing or public relations representatives or the CEO?  Who is your boss reporting to? And you are you an expert on the company s strategy, organization, and operations?</p> <p>I believe that only talent may attract, recognize, and measure another talent. Having the right talent in the right place and time will require continuous in-depth HR involvement in strategic planning closely aligned with the business values and partnered with the company s best marketing minds. The CEO who is willing to transform the HR leadership into a top quality trusted advisor equipped with resources and power will excel, especially in times when a talent war is on.</p>