Susanne DEustachio

There are now an abundant number of HR executives who can proudly proclaim that they have attained that famed "seat at the table. Although these executives may have warmed their seats for months or even years, many still feel insecure over how much power they have at that table. How could this be? These HR executives are now labeled as "business partners and have done their homework, learning the business operation and financial lingo. Yet, they still don't have the influence and trust needed to proactively drive their HR strategy forward. <br /><br />For an answer, one of the best places to look is to the leaders that they surround themselves with. While HR executives have spent a vast amount of time and energy on building their own competencies to gain their seat, many of them have overlooked the impact that their HR leaders can have on their own degree of influence. <br /><br />Recently, in an HR Competency Study led by the RBL Group and the Ross School of Business at the University of Michigan, there were six main competencies identified that all HR professionals should master. The most critical HR skill found was that of a credible activist. The study also found five other elements of HR competencies important today: talent manager/organization designer, operational executor, culture and change steward, strategy architect, and business ally.1 <br /><br />The top competency, credible activist, requires a strong shift in many HR professionals' thinking and comfort level. Many HR professionals pride themselves with having all the answers and with being able to address business leaders' requests. However, to attain the level of trust and credibility needed to move the organization forward, HR professionals need to become much more comfortable in determining and voicing what the organization truly needs. Typically, when there is a mismatch between business needs and wants, some HR leaders will side with what the business wants without assertively selling the needs that they see. By being an activist, HR leaders need to lead the charge. Through activism and the positive impact of the solutions advocated, comes the trust needed further progressions.<br /><br />To have true impact all HR leaders, not just the HR executive, must be fluent in the competencies. The study exemplifies this point, indicating that an HR department can have 25% more impact than HR individuals can have alone. 2 Reaching this level of impact may take some re-setting of expectations and holding HR leaders accountable for developing their competencies. Here are some things that HR Executives can do to assist the development of individual HR leaders:<br /><br />"       Ensure that HR areas measure what adds value. For example, overall headcount measures can be useful as a general metric. However, if retention is a main focus, then measurements such as succession planning results and employee satisfaction surveys may offer more value.<br /><br />"       Help HR leaders to develop their financial knowledge. When financials are released, spend some time discussing the impact during team meetings.<br /><br />"       Ensure that HR leaders actively seek relevant business information. HR leaders may attend business meetings, but if they are not acting on or sharing the information gained, it can do little to improve the department's impact.<br /><br />"       Help HR leaders to see big picture impacts, such as the ways that HR processes impact the business and visa versa. <br /><br />For example, there may be a business metric used in performance reviews that is found to be flawed in its design, producing false positive scores. It is up to the HR leader noticing the error to express any issues seen with the metric. Also, to help ensure that the metric is valid and reliable enough to be used as a criterion in performance ratings. <br /><br />"       Ensure that HR leaders network with professionals outside of the company. It's easy to get stuck in the internal mindset and day-to-day tasks. Have them attend meetings or seminars and ask them to share and apply what they learned.<br /><br />"       Set a goal for the amount of time that HR leaders should be spending on reactive activities, such as answering business leaders' questions, versus proactively helping to drive the organization forward.<br /><br />"       When HR leaders step out of their comfort zone and act in proactive ways, recognize them! It's amazing to watch how innovation and proactive behavior can blossom among a team when it is positively reinforced. <br /><br />As John Maxwell states, "A leader is one who knows the way, goes the way, and shows the way. Having the unique boardroom perspective, many HR executives now know the way of the company and must ensure that their leaders develop the competencies necessary to approach human capital in innovative ways and to effectively carry out the HR strategies set forth.<br /><font size="1"><br />1.       Human Resource Competency Study 2007<br /> http://www.rbl.net/cat_3/cat3_c/index.php<br /><br />2.       Survey Rates HR Skills, Anne Freedman http://www.hreonline.com/HRE/story.jsp?storyId=13008465</font>