Comments on: The HR Profession – Part Two (People)

By: Mark A. Griffin

Mark A. Griffin — Mon, 23 Nov 2009 21:24:17 +0000

I have challenged my HR colleagues and direct reports for years to first know the business before you can support the business. I remember a few years ago just fresh into my new assignment I called on one of my Managers that I supported and asked him if I could spend the day with him out in the field as he visited with staff, met with clients, managed the warehouses and met with technicians. He was flabbergasted that I would care to know his business. Although many years ago and several career progressions since then, he still keeps in contact. Thanks for taking the time in providing this well written article. I enjoyed reading this article. Thanks HR Bartender!

By: HRM Today- Blog Archive » The HR Profession – Part Two (People)

HRM Today- Blog Archive » The HR Profession – Part Two (People) — Fri, 20 Nov 2009 23:31:15 +0000

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By: Deborah Exo

Deborah Exo — Fri, 20 Nov 2009 17:18:37 +0000

Sharlyn, agreed that HR has rock stars and crappy performers and HR is responsible for dealing with that reality, which we haven’t been to date…we typically just pass the “problem” crappy performers on. Shame on us!

As to the remaking of HR, I believe administrative HR work can be outsourced TODAY yet we (HR) continue to “hang-on” to those pieces as if they were our lifeline. And strategic work in HR is too often defined with fancy HR-speak such as succession planning, human capital planning, competency planning, etc. yet when you pull the covers back, the work is mostly project management with a piece of administration.

I continue to believe that until we (HR) understand the businesses we are in, have a well-articulated (with insight) opinion with conviction and begin to re-imagine HR we will not be able to shake the strongly held, negative perceptions of HR.

This does NOT mean building on and/or making better the processes/systems/structures of today (or yesterday) but totally re-imagining HR as the driver of the business strategy of talent. We need to boldly experiment and deal with the consequences (good and bad) of our experimentation just like business does. We need to open up the feedback loop and talk a lot less with HR professionals (no matter how amazing they are) and talk a lot more with the CEO, CFO, and GMs in our businesses. We need to look at our schedules of daily meetings/activities and tell ourselves the truth…most of the day didn’t matter to the bottom line of the business AND then commit to changing that. We need to model courage, flexibility, and the ability to deal with LOTS of ambiguity as we create HR for the 21st century.

By: Larry Wilson

Larry Wilson — Wed, 18 Nov 2009 20:26:35 +0000

Thanks for including a link to HRcommons. You are so right when you say we have to model the ability to do the administrative tasks well AND the ability to then focus on strategic issues. That’s how we will change culture and behavior. Press on!

By: Lynn Dessert

Lynn Dessert — Wed, 18 Nov 2009 16:04:08 +0000

This is not a rant, it is a necessary wake up call for HR or other professions who get stuck thinking the status quo is enough.

It is easier to blame others than to take personal accountability for changing your situation.

In reference to the 800 lb elephant in the room – any size elephant is an opportunity for a discussion – my blog is dedicated to opening the dialogue. It’s great to see you doing the same.

By: TheHRD

TheHRD — Wed, 18 Nov 2009 15:03:34 +0000

I always say to HR teams that if they want to play with the big boys, first they need to do the bread and butter jobs well. Then they need to listen, then they need to think, then they need to challenge. And before they know it they will be changing things and making an impact.

Saying you want to be strategic whilst the HR infrastructure collapses around your ears is a sure fire way of staying in the basement and not in the boardroom.

By: Bryan Starbuck

Bryan Starbuck — Wed, 18 Nov 2009 12:10:20 +0000

I completely agree. I’ve managed sales teams, marketing teams, and engineering teams. All professions have admin & strategic work.

For engineers, it is bug databases, commenting code, code reviews, architecture reviews, specs, etc. For sales teams, it is documenting progress on sales in SalesForce or their CRM software.

I think the goal is to SHRINK the admin side. This is the common skill across all A-Players — inside of recruiting and out.