Earlier this month, DCU Business School and Professor David Collings hosted a really insightful round table on how the HR profession can go about increasing their sphere of Influence in the work place. A number of HR professionals met up to explore this topic and discuss ways of achieving optimal results and to hear the views of Shirley Kavanagh Head of Talent and Organisation Effectiveness who shared her thoughts as follows:
- Participate in and Enable Business Strategy – HR should move from the concept of an enabler of Business Strategy to also participating in the creation of Business Strategy
- Ensure Organisation Effectiveness – HR needs to take a broader view of HR into thinking about the effectiveness of the Organisation as a whole. This can help to ‘land’ HR activities and make them more business relevant. This organisation effectiveness agenda includes culture, organisation structure and design, Leadership Development and excellence in all people manager processes
- Build connectivity in solutions – HR must not deliver individual solutions. There should be a ‘story’, a connectedness to each solution to ensure that there are strong links to both business strategy and between solutions. Never lose sight of the objective and remind stakeholders of that objective also. Too often people get caught up in building a solution….but a solution for what?
- HR Structure must be created to ensure collaboration, joined up solutions, and value added partnership with the Business. Build your structure based on core principles and effectiveness, this may mean making a bespoke structure that fits the culture and structure of your organisation. Remind HR Business Partners who are partnering to the Business that they must avoid going native to that culture within that business. Their strength is in ensuring alignment but maintaining objectivity
- For HR to influence the function must be a force of change, innovation and challenge
- HR must be brave!