• Save
Future priorities for HR – Are you on track?  Master Class Six: 16th May 2013
 

Future priorities for HR – Are you on track? Master Class Six: 16th May 2013

on

  • 1,129 views

In the last 20 Minute Master Class of the series, Vanessa from the CIPD looked at how business priorities are changing and how HR departments can increase their influence on company strategy. She ...

In the last 20 Minute Master Class of the series, Vanessa from the CIPD looked at how business priorities are changing and how HR departments can increase their influence on company strategy. She based her session on the latest CIPD HR Outlook survey, which compared the views of HR professionals and non-HR business leaders. It revealed some encouraging common ground – and some fascinating disparities.

Take a look at what the future for hold HR now.

http://www.successfactors.com/en_us/events/the-talent-timeline--master-class-series.html

Statistics

Views

Total Views
1,129
Slideshare-icon Views on SlideShare
1,127
Embed Views
2

Actions

Likes
0
Downloads
0
Comments
0

1 Embed 2

https://twitter.com 2

Accessibility

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Future priorities for HR – Are you on track?  Master Class Six: 16th May 2013 Future priorities for HR – Are you on track? Master Class Six: 16th May 2013 Presentation Transcript

    • Future priorities for HR – Are you on track? Master Class Six: 16 May 2013 Vanessa Robinson Head of HR Practice and Development, CIPD
    • How can you make sure you’re on track? In the last 20 Minute Master Class of the series, Vanessa looked at how business priorities are changing and how HR departments can increase their influence on company strategy. She based her session on the latest CIPD HR Outlook survey, which compared the views of HR professionals and non- HR business leaders. It revealed some encouraging common ground – and some fascinating disparities.
    • HR and business: on the same page? While HR and non-HR professionals tend to agree on corporate priorities, we found a big difference in perception of HR’s involvement in strategy. We’ll be looking ahead to examine what HR needs to do more of and what they need to focus on to further increase their impact on business performance. Times are changing First, let’s put things in context. A lot is happening out there. Business trust, ethics and integrity are in doubt Leadership and talent gaps are growing The rise of social media continues inside and outside the workplace Supplychains and customer segmentsare Globalising are ‘not bothered’ about their work of British employees 61%
    • What are your current priorities? Businesses are nervous about the future Economic uncertainty currently permeates every aspect of business, in every corner of the world, so it’s no surprise that HR and non-HR business leaders share a top short-term priority. The Top 5 While the two groups have slightly different perspectives, they also agree on the immediate concerns: • Cost management • Agility/flexibility of the organisation • Growing the domestic market • Productivity • Increased customer focus cost managemeNt HR LEADER S BUSINESSL EADERS
    • What does this mean for HR? If this consensus indicates an acceptance that cost focus is ‘the new normal’, it has implications for the business’s expectations of HR. Does HR feel its work is subsumed into this short-term focus? Or can it balance immediate need with longer-term issues, such as talent and leadership development? What about the next three years? The nervousness continues HR and non-HR business leaders can see no respite from this cost focus for at least the next three years. The numbers reduce slightly, but the pattern remains. cost management HR LEADERS BUSINESSL EADERS
    • What keeps you awake at night? The answers start to diverge. We asked HR and non-HR business leaders what was causing them most concern and the same issues came up – but the numbers shifted. HR vs. non-HR views Ensuring you have the skills and talent you need 27% HR vs 18% non-HR Leadership capability 41% HR vs 18% non-HR Managing your cost base 21% HR vs 20% non-HR Economic uncertainty 28% HR vs 22% non-HR Delivering on priorities with a limited budget 23% HR vs 25% non-HR
    • So, how involved are HR people in corporate strategy? We asked both groups this question. The answers were revealing: Integral in setting the strategy Don’t know KEY Senior HR people have NO involvement Involved in communicating the strategy Involved in implementing the strategy Why the disconnect? The sheer number of ‘don’t knows’ suggests that HR has work to do. Perhaps the bureaucracy surrounding some HR work (such as employment law or redundancy procedures) means HR is regarded as slow and reactive. • HR leaders clearly believe they are integral to setting and implementing strategy. • Business leaders think HR is much less involved. 36% either say senior HR people have no involvement in strategy – or just don’t know.
    • 2. Increase visibility and impact Even in the current economic conditions, HR must influence strategy and priorities, and change stakeholders’ perceptions of its contribution. 3. Be curious. Be credible. Nine out of ten HR leaders have worked outside HR, but this wider business understanding is not appreciated by their colleagues. 4. Use data-based evidence to support the business agenda HR data isn’t just for HR purposes. Make it meaningful, not confusing. And use it to make the case for long-term investment in people. 5. Keep an eye on the long term As the business stays focused on cost management, it is important for HR to keep an eye on issues such as talent or leadership development and capability building. HR must hold on to the tension between now and the future. 6. See the current economic climate as an opportunity... “... to be creative and demonstrate the strategic contribution HR can make.” This final overarching insight builds on the previous five. In times of cuts, business leaders can become more receptive to creative ideas. But HR still needs to present an informed and convincing business case. HR must raise its voice to be heard in this area. Six key messages What does this mean for HR? Here are six insights: HR LEADE RS BUSINES SLEADERS 62% aGREE 1. Have the courage to challenge and influence We asked both groups if they agree with the statement: “HR debates and challenges organisation issues with sound reasoning.”
    • Make the case for putting HR at the heart of strategy How do you build HR capability to challenge and influence? Use evidence. Demonstrate the business benefits. Use business language. Do secondment and project work outside the HR function. Also, educate the business. Make them receptive. Expose the contribution HR can make. Finally, don’t shy away from data. Understand the impact HR information can have. For example, don’t just illustrate absence levels. Explain what they say about the business. SuccessFactors, part of SAP, is the leading provider of HR management solutions. To find out more about how it can help you make HR an integral part of business activity: Call: +44 (0) 8450 742990 Email: 20mmc@successfactors.com Carry on the conversation: LinkedIn: bit.ly/20mmc Twitter: #20mmc