What’s Stopping HR From Moving Forward As A Value-Added, Must-Have Function?

Have a 21st century HR and people strategy

What’s stopping HR from moving forward as a value-added must have function?

 
If you answer the above question with a “Fixed Mindset” the answer will invariably be:
 “What do you mean? It’s already there!  Look at all of the evidence, the numerous iterations of the HR models and what’s been set-out by different people and HR institutions!”
 

Approach the question with a “Growth Mindset” and ask yourself really is this the case; are all HR functions and leaders truly adding value and considered as a must-have function?
 
When some people read this article, they will simply state the answer to the question as being “Nothing!” To this answer, I would say “Are you really sure? How can you be so confident?” I should say that it isn’t all gloom and doom and I do recognize that there are HR leaders and functions out there that are at the top of their game such as Apple, Google and Amazon. However, realistically this is more the 20% than the 80%. Therefore, the following is my passionate desire to shift the balance more to the 80% and higher if possible.
 
If you were to look into the number of companies/organizations that have a 21^st Century HR and People Strategy aligned to the overall company, I wonder what the stats would come back with?
 
One of the main things that I believe is missing today is a simple and clear minimum standard HR and People model that states, what we as a function and leadership should be doing. So, here are 5 starting key points tied to my 6R HR Model (shown at the bottom of this article) that will help you to think about and address the value-add gaps and must-haves for HR as a function of the future:

1. Recognising HRs and Your Value Add (Right Strategy)

One of the greatest blockers (feeds the perception of HR’s alleged non-value add) that exists today with HR is the fact that our professionals aren’t great at highlighting or shouting about, how and where they truly add value in a clear and data-driven way. One thing I’d like the reader to do post reading this article is to list out all of the value-adding things that you do over the course of the year. Also, don’t forget to put on there how you know that it is going in the right direction, i.e., how you are measuring. In addition, who knows about this great work and how is this information getting out there? When you have finished the exercise, pin it up on the wall. This will be your starting position.  Post this, I would like you, the reader to look at this long list and to see if these are aligned to your top priorities, i.e., your HR & People Strategy and, if they are not, challenge yourself on what you are going to do differently. After all, if we as HR professionals can’t list out where we are truly adding value, then how can we expect anyone else to recognise what we do and how we do it?
 
By doing this you will see if you are a) on the right track b) completely not aligned and c) what else you need to be working on as your top priority vs not! 

2. HR’s Involvement in the Overall Company Configuration (Right Company Set-up)

When people talk about HR adding value, this is a key area where we should be stepping up to the plate.  For the success of every company/organisation, you have to have the right leadership in place, the right culture, the right mindset, etc. If that isn’t HR’s role to ensure as a strategy and operational piece, then what is? 
 
If we look at the right leadership in place to drive a company forward who’s looking at this – how do we know that we have the right leaders in place with the right behaviours, competencies and people capabilities to inspire, to innovate and to passionately move the ship in the right direction? In addition, who’s the successor to this person? 

3. Using Technology Smarter and Design Thinking (Right HR Practices)

By taking a step back and looking at what is actually required when we engage with our people vs overkill, i.e., red-tape, processes that are not slick and the poor use of technology. Time and time again I hear people saying how long things take when they engage with HR and how clunky the systems are that are used.  We have a real opportunity of adding value by looking at key areas that will absolutely help businesses effectively operate. 
 
Instead of putting obstacles in the way when rolling new HR initiatives out, the design thinking (putting the customer first) philosophy must be used. We need to remove the mentality of HR just meeting its own needs and really looking at the win-win outcome. This must include our internal and external customers in the design of anything new. 

4. A Look in the HR Rear-View Mirror (Right HR Team and Function)

This is going to be the controversial part of this piece. Sadly, one thing that HR teams have not been great at is looking in the rear-view mirror and asking, Do we have the right people in the HR team? We are very good at addressing this in the companies we work for but, ironically, we seem to close one eye when it’s closer to home. Also, are the people in our teams passionate about what they do, do they have a growth mindset and are they willing to evolve? Are they influencers, able to speak and act commercially and are they able to use data to construct viable strategies for the future and do they deliver? 

5. One-Eye on What’s Coming Next (Right Future Focus)

The great leaders of every generation have always had one-eye on the future, and this has to be part of our DNA going forward. The static approach to what HR does today will not enable us to be seen as a forward-thinking and value add function.  Therefore, this needs to change. The “HRNorthStar” must continue to evolve and not stay locked into a three or five-year cycle.  Employees are looking to us to help them understand how their roles will change in the future. They are already frightened and scared by the numerous articles over how robots are going to take over the world and moreover what the effect is going to be on their children and their children’s children!  Also, are you talking at board level about the roles that you need now and the future and where you are going to get them from? If you are not then you should be, as that resource may be scarce. How is your people agenda changing and how locked in are you?
 
I firmly believe that HR can, with the right focus and model, be the “value added, must-have function” for every company. My 6R HR Model is the minimum that HR teams and functions should aspire to and it should be the industry standard. HR with the right focus and with people at the heart of its “reason for being” should be very proud of what they do and how they do it. It’s time to truly move forward and for HR to start grabbing the amazing opportunities today and in the future.
 

Portions of this article are adapted from the book Human Resources Changes The World: How and Why HR And HR Directors Should Step-Up As Leaders In The 21^st Century by Glenn G. Jones (Panoma Press).

Author Bio

Glenn G. Jones is the author of Human Resources Changes The World:  How And Why HR And HR Directors Should Step-Up As Leaders In The 21st Century, and president of GGJ Global Consulting Limited.  He has worked with Bank of America, HSBC, Ecolab, Imperial Brands, AXA-XL and Tesco in multi-discipline strategic and operational roles across the world.  Prior to this, he was employed by Eversheds LLP, Accenture, Koorb (NZ) and E.ON as well as numerous other companies.  Jones is passionate about making a difference and people evolution.  Follow @GlennGJonesHR Visit www.ggjglobalconsulting.com Connect GGJ Global Consulting Limited