Time & Attendance
By Staff Report
Apr. 17, 2013
The good news: You were promoted.
The bad news: You were promoted.
I am mainly saddened whenever I hear this dilemma from human resources leaders, be they veteran or new to the profession. Gaining the respect and influence you deserve as senior HR leader is difficult if you also serve as top assistant to the company president.
Attempting to balance these two very different roles will only dilute the impact and effectiveness of the HR function. Here’s why:
Your senior leaders likely know about current business challenges and imperatives needed for profitable growth. They probably also have metrics in place for specific goals in such areas as revenue, cost, productivity and customer loyalty.
To make a case for strategic HR leadership, you need to demonstrate how dedicating someone to lead the HR function will add value to one or more of these business metrics. For example:
There are many other examples that can be relevant for your business, and the key to making the persuasive case for a full-time HR leader is being accountable for results. You need to be willing to put your job on the line if you don’t add measurable value. If a sales professional consistently misses quota targets, they can and should be held accountable. The same should be true HR professionals. Take accountability for the goals and metrics you establish for your HR function, and soon more respect will come your way.
SOURCE: Richard Greenberg, president, The BreakThru Alliance, Marina del Rey, California, February 11, 2013
LEARN MORE: Please read how the advent of “big data” may help HR practitioners play a more important strategic role.
The information contained in this article is intended to provide useful information on the topic covered, but should not be construed as legal advice or a legal opinion. Also remember that state laws may differ from the federal law.
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