Thanks to Success Factor and Youtube, I have edited to show the most important 55 seconds clip on HR that every CEO and Manager should watch. No, I am not refering to the mundane backend payrol administration or the hire and fire chore. I am talking of HR as a strategic partner and contributor to organisational growth. And, who better to convey the truism than the legendary CEO of the 20th century, Jack Welch. With utmost candour, "Neutron Jack", shares his take on how leaders should manage employee performance and questions why CEOs don't spend more time with HR, as opposed to ...........
What escapes the god given common sense is, "why pick on HR who are employed to support the very people who need them to serve - CEOs, Line Managers and Employees?". No wonder HR is a thankless job!. And to add salt to the wound, some elitist leaders insist that HR must deservingly earn their seat at the table. They ridicule the payroll background HR person as incompetent to think strategic and contribute to improving the business performance!.
It is ironical that despite holding a supportive and advisory role, HR is expected to be accountable for employee performance, more so when the results are not desirably forthcoming. But, don't line management have a part in it?. For example, HR can help the hiring manager to recruit the best talent, but who really sows and reaps the performance?. Is it HR who is accountable when performance turns turtle and the manager faces talent turnover. If whatever happens between acquisition and exit is not considered strategic to HR and leadership, I don't know what else is ?.
Many articles have appeared in the media (e,g http://www.recruiter.com/i/hr-gets-poor-performance-grade-from-business-execs/), criticising and undermining the value of HR contribution in helping businesses face-off talent challenges. And, it has drawn mixed responses from both sides of the equation, seeing the glass half empty or half full. For me, it is a good sign and provocatively healthy. HR is finaly getting the attention, even if in negative light!. It's a wake up to the dinosaur scenario, one that challenges HR to come to the forefront of true potential in driving strategic change and improvement at all fronts. Perhaps, the time has come for HR to take on the larger than life role and walk down the path of professionalism, in acquiring the appropriate competencies, capability and recogntion it deserves. HR is fast approaching a critical inflection point which may dictate it's relevance to the future. HR can no longer remain at the backend office. It needs to step up the game and be seen as the equal partner to leadership and human capital.
The takeaway lesson for top leadership in reviewing the partnership with HR is to introspect if they are doing anything 'a..e backwards". Don't let your most important asset manager to come to work and wander without direction as to why s(he) was employed.
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