How many times have I heard human resource professionals say “ I really wish my company would recognize me as a strategic partner instead of the personnel guy” This has long been the dilemma of HR professionals and a source of many a topic of conversation.
The major concern of many human resources professionals is how to build or reshape the human resources function into a strategic partner. Our profession is viewed as an administrative function with little or no voice in determining how the business operates and a perception (and in some cases reality) of a human resources department with no impact on the organization.
Moving a human resources function from an administrative role to a strategic partner takes a great deal of effort and time. Many organizations may not desire to have their human resources department as a business partner. However, this change to a strategic partner role can be made if you understand the process that is required to be viewed as “one of the boys (or girls) that has earned the right to sit at the table.
One of my immediate goals upon becoming the Director of Human Resources for a hospitality development company was to transform the human resources function from an administrative function to a true operational partner. Although this effort was met with a great deal of departmental resistance and took a fair amount of time, it can be accomplished and I have provided some guidelines that may prove to be valuable.
The “Operational Friendly” Human Resource Department
A human resources department that is viewed as easily approachable and trusted is imperative in transforming the function to a business partner. If its customer base does not trust human resources, it will always be viewed as an "outsider" with no influence on the business operation. Respect and value to the organization is EARNED, not given. How are you perceived in your role?
Leadership
The senior human resource professional must possess the “drive and desire” to direct the new Human Resource Department. While there may be comfort in the “everyday” role and responsibilities, senior management cannot visualize the contributions made. There are risks associated with running a company and the human resource professional must be able to both understand those risks and be prepared to contribute to overcoming them.
Remember, no risk – no reward.
Understanding the Business
Do you, as the human resources professional, truly understand the business, product produced or service performed? If you cannot speak the language of your business partner, you can never be seen as a business partner. A very simple concept, but a most powerful one. Get out of your office and make every effort to understand the product or service your organization produces. Ask for help, training or maybe “work the line”. From my own experience, the human resource professional must visit the business sites, speak to those that are “doing the job every day” and understand the pitfalls as well as the successes.
Human Resource Objectives verses Business Objectives
Do your departmental goals contribute to the success of the business? If not, get this realigned immediately. If you are unsure of the business goals and objectives, you are most certainly not viewed as a strategic partner. Review the goals with your senior management team, read the annual report, understand the roadblocks to the success of your product and align your departmental goals to contribute to the success of the company.
HR Metrics
This is your “report card”. If what your department is doing is not measurable, how do you know if your efforts are successful. That which be measured can be controlled. This is a fact that human resources professionals must live with every day. Review your key goals and objectives for the human resource function and make sure that your results can be measured.
In summary, the credibility of the human resources function within the organization will always be challenged. Becoming a strategic partner takes time and effort as well as a complete rethinking (and reengineering) of our profession and its role in the business. Reshaping the human resources profession into a strategic business partner provides us with many more ways we can contribute to the success of OUR business.
Martin McDonough is an experienced human resources professional with operational and staff experience in the human resources and training discipline. Mr. McDonough is well recognized for his cutting-edge philosophies and partnering with organizations to redefine the HR role.
