On Wednesday, October 22, 2014, I gave a talk at the international Francophone human resources congress in Montreal. There were over 200 people in attendance interested in enhancing the strategic scope of the HR function within their organizations, and I shared five main ideas with them.
Here I present to you the content of this session. These are the reasons why we have to start now to develop HR in order to enhance leadership within organizations.
The presentation sums up the key elements presented in the lecture. These five ideas were selected by SPB Organizational Psychology as priority blocks for developing HR leadership that will have an impact.
Participants, HR professionals, managers and decision-makers: let us have your comments and questions via Twitter (@spbpsychology), or share your questions and opinions using the form below. It will be our pleasure to respond.
Some clear conclusions on the future of the HR function
Following a comprehensive review and targeted observations of developments in business issues and their impact on the HR function, SPB has drawn five conclusions:
1. The internal consultative role can only expand, requiring more finely tuned skills than ever;
2. Quantitative data are key for HR professionals to get access to and the attention of senior managers;
3. Working in isolation is no longer an option;
4. Excellence in integrated project management, ability to gauge the impact of HR activities, and careful monitoring with dashboards that are aligned with business priorities—all of these are now essential;
5. The workforce will be a central concern for enterprises in the years ahead, as the factor that makes a difference and as a guarantee of their longevity.
These are challenges that HR can rise to with enthusiasm. In order to fully play their part, HR leaders must invest in the development of a team that will be equal to targeted emerging needs.
The HR function needs to have greater influence and impact
There is much turmoil in the environment, and this has positive consequences for the HR function. No longer can an HR initiative be considered in isolation: every program affects every other program in an employee’s career.
It will be vital to integrate business and HR initiatives into a coherent whole. Technology and shared-services centres are becoming more important, allowing HR leaders to focus their energies elsewhere than on day-to-day transactions.
There will have to be a conscious effort to renew employee commitment, and leadership development needs will make themselves felt at all levels in a context in which the pressure to perform is constantly rising.