The critical role of HR
*******************
People are the biggest part of the game of business.
HR must therefore be the most powerful part of an organization.
I. What HR should do
******************
Put the best people on the field and get them to play together.
Direct who gets hired, developed, promoted or moved out.
Know what it takes to win, how good each player is and where to find strong recruits to fill gaps.
II. What HR should not do
*********************
Palace intrigue - Act as cloak-and-dagger society.
Cloyingly benevelont - Put on health-and-happiness show. Plan picnics, put out newsletter.
Bolster bureaucracy - enforcing rules and regulations that have no real purpose.
Become king makers or cops- making or breaking careers behind the scenes.
Be relegated to background eg. behind CFO.
III. Who should be leading HR
*************************
(I) High impact Pastor-Parent types with real stature and credibility.
*******************************************************************
Improves the company by overseeing and monitoring a rigorous appraisal-and-evaluation system.
Lets every person know where he or she stand.
Part pastor
************
- hear all sins and complaints without recrimination
- run something in their careers eg. factory or function
- understands the business, inner workings, history, tensions, hidden hierarchies that exist in people's minds
- relentlessly candid even with hard messages
- hold confidence tight
- earns trust of organization with their insight, integrity
Part parent
************
- loving and nurturing but correcting with straight feedback when off track
(2) Creates effective HR mechanisms
************************************
to motivate and retain people - money, recognition, training.
to force organizations to confront charged relationships - unions, individuals no longer delivering results, problematic stars.
(3) Elevates employee management
*********************************
to same level of professionalism and integrity as financial management.
Reference
Welch & Welch (2014), LinkedIn.
http://www.linkedin.com/today/post/article/20140324053712-86541065-so-many-leaders-get-this-wrong?trk=mp-reader-card
*******************
People are the biggest part of the game of business.
HR must therefore be the most powerful part of an organization.
I. What HR should do
******************
Put the best people on the field and get them to play together.
Direct who gets hired, developed, promoted or moved out.
Know what it takes to win, how good each player is and where to find strong recruits to fill gaps.
II. What HR should not do
*********************
Palace intrigue - Act as cloak-and-dagger society.
Cloyingly benevelont - Put on health-and-happiness show. Plan picnics, put out newsletter.
Bolster bureaucracy - enforcing rules and regulations that have no real purpose.
Become king makers or cops- making or breaking careers behind the scenes.
Be relegated to background eg. behind CFO.
III. Who should be leading HR
*************************
(I) High impact Pastor-Parent types with real stature and credibility.
*******************************************************************
Improves the company by overseeing and monitoring a rigorous appraisal-and-evaluation system.
Lets every person know where he or she stand.
Part pastor
************
- hear all sins and complaints without recrimination
- run something in their careers eg. factory or function
- understands the business, inner workings, history, tensions, hidden hierarchies that exist in people's minds
- relentlessly candid even with hard messages
- hold confidence tight
- earns trust of organization with their insight, integrity
Part parent
************
- loving and nurturing but correcting with straight feedback when off track
(2) Creates effective HR mechanisms
************************************
to motivate and retain people - money, recognition, training.
to force organizations to confront charged relationships - unions, individuals no longer delivering results, problematic stars.
(3) Elevates employee management
*********************************
to same level of professionalism and integrity as financial management.
Reference
Welch & Welch (2014), LinkedIn.
http://www.linkedin.com/today/post/article/20140324053712-86541065-so-many-leaders-get-this-wrong?trk=mp-reader-card
