Newsletter Archive
October 2006
WHAT HR NEEDS
Part of what gives HR departments such a bad name in many quarters is their tendency to come up with new, but largely unneeded, programs that look a lot like "solutions in search of problems." In many organizations, it's likely that this is all that HR feels it can do, given the typical absence of any clear information or understanding of what specific actions they could take that would be expected to have a real and positive effect on the organization's performance. Unchecked, this results in lots of wasted money and ensures that most HR professionals will continue to sit on the sidelines, rather than "at the table."
How to steer clear of this syndrome? Develop a disciplined process for identifying the human drivers of business results in your organization. This process generates a rigorous and compelling set of solutions that HR can deploy to solve important business problems within their organizations, while simultaneously helping the organization to get beyond a chronic tendency to focus on the short-run at the expense of the long-run.
In partnership with our clients, we've developed a 10-step process for making sure that organizations get the most out of their HR and training programs and policies. We've watched this very process succeed in getting HR professionals a seat at the table, and we've documented the business results that they have generated.