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What is success to HR?
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What is success to HR?
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When I entered HR 5 years ago, I got into it because I wanted to work with people and handle employee relations. After 5 years, while I do work with people, I've not moved beyond the administrative du
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Forums » Topic Forums » HR Career Forum » What is success to HR?
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What is success to HR?
posted at 11/22/2006 3:29 PM EST
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Posts: 21
First: 4/5/2002 Last: 4/2/2007 |
When I entered HR 5 years ago, I got into it because I wanted to work with people and handle employee relations. After 5 years, while I do work with people, I've not moved beyond the administrative duties of processing payroll, benefits, recruiting, employee relations, etc. The instructor of my Ess. of HR Function at the local University says HR needs to be a strategic partner in the organization. I hear it, but I don't know how that's done? I feel that HR professionals are inundated with paperwork, compliance, and fighting fires everyday that there's really no time to meet with the boss to talk of strategy. I feel that in the 5 years I've been in HR, it's really not about the employees, but about managing the employees for the company. Ultimately, you are representing the company, and your performance is dependent upon how you manage the workforce of the company to help grow the business and profit. I feel like I just figured all this out after 5 years. That it's not about helping the employees at the company, and fight for the little guys, it's about protecting the business from it's workers. That's what you need to do to be successful in HR. Not process paperwork, but protect the company. Any thoughts? |
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What is success to HR?
posted at 11/23/2006 12:10 AM EST
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Posts: 147
First: 9/29/2006 Last: 2/11/2007 |
What you are seeking is elusive but can be realized. It isn't about talking with the boss about strategy and frankly after almost 30 years in this profession I still don't talk to the boss about strategy. For the record I am the Chief HR Executive of my national company of $1.2B and 5000 employees
We talk about business development and new ventures. This knowledge then allows me to establish processes or refine existing processes to support that (and somebody gets to do the paperwork). My knowledge of the growth plans of my company gives me what I need to ensure that the appropriate things are available to the company to support that. This could be: 1. Knowledgeable professional staff 2. Benefit plans that are easily expandable 3. Appropriate metrics to facilitate planning 4. Succession plans and supporting processes 5. Compensation plans and information to support growth before it occurs, drive productivity and engage all employees in the business. and many many more. The proverbial seat at the table, an over used and oft times misunderstood term promoted by some groups intent on expanding membership with no real idea of what it means, is earned by demonstrating value. Not in mythical dollars saved but in real dollars added to the bottom line. To get there you will have to demonstrate your value added. Not the simple value of doing your present job but doing more than your present job. You have to demonstrate that value in dollars and cents. As to your other thought...well, anybody who enters into HR to help employees is in the wrong career field and should check out social services. Anybody who entered into HR to fight for employees is not only making a huge mistake but may be better served working for a labor union. Plain and simple HR is: ...the acquisition and retention of the best employees with the right skills through: a. Strategic talent acquisition processes b. Development of internal talent c. Management of talent productivity d. Rewarding success that is tied to the business and all of that is proven through constant value added measurement. |
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What is success to HR?
posted at 12/1/2006 9:32 AM EST
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Posts: 4
First: 10/26/2006 Last: 2/1/2007 |
[quote]
On 2006-11-23 05:10, OldHR wrote: As to your other thought...well, anybody who enters into HR to help employees is in the wrong career field and should check out social services. Anybody who entered into HR to fight for employees is not only making a huge mistake but may be better served working for a labor union. Plain and simple HR is: ...the acquisition and retention of the best employees with the right skills through: a. Strategic talent acquisition processes b. Development of internal talent c. Management of talent productivity d. Rewarding success that is tied to the business and all of that is proven through constant value added measurement. [/quote] OldHR is absolutely right. My only loyalty is to my employer. If, for example,improving morale and providing incentives to find and retain the best employees serves my employer than that is my reason to do it, not because I owe the employee anything. My first concern was, is, and always will be what is best for the company. |
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What is success to HR?
posted at 2/14/2007 5:17 AM EST
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Posts: 38
First: 9/29/2006 Last: 3/10/2008 |
Here's an opposing point of view. I work with HR executives on a daily basis, almost all day long. In fact, every year we name as HR HERO OF THE YEAR an HR executive who has shown outstanding compassion and decency to employees. Its no surprise that companies who treat employees with decency and dignity are also known as great places to work, thus aiding in the companys recruiting efforts. So being nice to employees also helps the bottom line.
Most of the HR people I work with truly do care about the employees and try to get management to do whats right. For example, when managers have handled a person brutally during a termination, HR can set it right by speaking to the employee, making sure the employee hears a kind word and is treated fairly. And our research shows that employees who are treated this way are more likely to recommend the company to a friend who is looking for a job. We recently conducted two confidential surveys: one of human resources executives and one of displaced employees. We found that managers were not handling the termination process as well as they should. Sixty percent of employees said they would definitely not recommend the organization they used to work for, primarily because of the way they were handled during the termination process. This makes it difficult for HR to recruit new employees. Furthermore, unpleasant firing practices can negatively impact the employees future job search, destroy morale for your remaining employees, and increase the chance of lawsuits. One HR person said that she herself was escorted out by two guards and forced to walk past employees. Even though she knew this was company policy she suffered for months from the way she was treated and would never recommend that company. In these fast-paced times where companies have to change direction and employees get dislocated because they are no longer the right fit, we all have to slow down and take care of employees, those who are displaced as well as those we want to keep. I will send you a PDF of our most recent 16-page magazine, which contains articles on our HR Hero of the Year, guidelines for managers on how to dismiss employees, and an article where three HR executives talk about how they handle the dismissal process in a way that protects human dignity. Anyone who wants a PDF of this newsletter should email kate@fiveoclockclub.com with the words Termination Magazine in the subject line. In summary, I believe that HR can and should pay attention to the needs of the company as well as the dignity of the employees, just as any manager must pay attention to the companys bottom line and push back when management wants to batter employees. Good luck in your career. Kate Wendleton President, The Five OClock Club A national career coaching and outplacement company www.fiveoclockclub.com |
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