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Sampling
of comments received from participants in our survey
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In
general, the most successful HR professionals that I have known
have been strong business people who specialize in HR.
They are not HR people who have an interest in business.
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I
believe it is critical for today’s HR professional to be a
business manager first and foremost.
The HR organization should be run like a business and HR
should be linked in every way with business results.
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Today’s
HR professional is a support for the business.
HR is not a mouthpiece for management and it is not an
advocate for the employees. The
HR professional also does not run the business.
It guides, advises, recommends, and suggests.
HR professionals must use common sense to determine what is
best for the business for the long term.
HR
professionals absolutely must have the confidence of their
convictions and stand by their
principles if they are to be valued and respected.
Lastly,
the HR professional must possess the skills and abilities to make
a positive impact on the business leaders of the organization.
Listening and coaching the business leader is a crucial
responsibility and if done well, will make a major difference to
the bottom line.
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Very
key is the ability to speak the language of your business, use the
tools of your business to frame, design, and implement HR
initiatives, which have a quick "time to market" impact
on your organization.
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HR
professionals must also have strong analytical and interpersonal
skills to be viewed as a strategic partner in any given business.
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I
would, unfortunately, have to add that the HR leader today must be
able to navigate the shoal waters of the increasingly complex and
treacherous legal seas through which every company must pass.
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Due
to budget constraints I see smaller, more focused HR organizations
that need to decide what activities add the most value to the
business and outsource or eliminate other activities.
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HR
professionals need to have sound business understanding in order
to be effective partners. They
must think strategically and anticipate the needs of their clients
while providing sound advice and counsel.
They should be part of the critical business decisions that
are made and translate the implications from a people management
perspective.
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An
HR department MUST be seen as a business "partner"
within the organization that brings Value added programs to the
table. They are the
KEY link between the employee workforce and the strategic plans of
the organization.
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Have
you thought about asking our bosses the same question and
comparing the results?
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With
the changing economy/ business world, it is even more important to
be a generalist. A
continuous eagerness to be involved with the business in order to
be a consultative partner in strategic management within a
company.
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In
today's world, the workplace and society are one.
All of the issues that exist in society are now part of our
workforce.
HR
professionals, in order to keep the companies they work for
productive, need to fill many shoes.
HR Professional are like teachers who now understand that
they just can't come to work and "teach".
They have to mentor, guide, advocate, self-educate in order
to "teach". Therefore,
the hardest role of most HR Professionals is going to be educating
the companies they work for about their new roles and
responsibilities. The
"workplace" is not just the "workplace"
anymore.
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Courage
is the interpersonal skill I included on the list because it is
key to what I consider truly effective HR leadership.
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If
an HR professional can not look outside his/her functional
responsibilities and understand the business and how to bring
value to the business and its customers (internal and external)
they are going to be discarded.
The HR profession is about understanding the business and
its customers, then producing measurable, repeatable results
efficiently.
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Of
course depending on the specialty or HR discipline you are working
in the priority and emphasis of these skill sets may change.
Also if you are working in a Union environment vs.
non-Union may change the skill needs and priorities.
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HR
professionals must break out of the compliance and control roles
and bring true value added solutions and support to their
organizations.
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Given
the circumstances that the HR professional has had to face
recently, the knowledge base allows for the professional to be a
kaleidoscope, ever changing, reacting and now feeling.
We have returned to the "Human" aspect of human
resources.
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The
list of key skills and competencies keeps growing in this
function. It remains
a function not totally recognized or rewarded for the
responsibilities or services it renders.
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Many
HR professionals complain about not being seated at the senior
management table, because they are unwilling to speak the language
upon which macro-management decisions are based: Finance and
statistical analysis.
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It
is my sense that today’s Senior H.R. professional needs to be
someone who has been involved in business down turns---is
seasoned. A mentor to
the younger H.R. practitioners who do not have the experience of
working with uncertainty and business acumen needed to be
successful. The go-go ninety's and dot com era was an abstruse
situation, which brought very young, untested H.R. professionals
along too fast. The
gap between experience and youth widened.
Experience will be worth more now than perhaps it has been
recently.
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The
human resources professional needs to be the ethical
standard-bearer for an organization.
They must be able to bridge the gap between the business
world and the softer humanistic side of an employer.
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Human
Resources now more than ever is crucial in this ever-changing
world. It is up to us
to take it beyond the transactional piece and get active and truly
align with our business so we can help anticipate needs and coach
the company to success. HR
has a challenging and ever-changing job.
It requires people who are willing to take this aspect on
and cause things to happen with care and adherence to fair
programs and policies. We are lucky to be involved with such a
great function of work. I
really enjoy the challenge and opportunities.
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Flexibility,
resourcefulness, resilience, ability to maintain a positive
attitude during good and bad times, leadership.
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HR
Professionals need to understand how the business works and how to
ensure that the human resources side of the equation supports the
business’ needs.
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HR
professionals still require core generalist skills and experience.
However, more and more, they are expected to become business
partners and thought leaders.
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Must
be able to align Human Resources with the corporate goals and not
Human Resources for Human Resources
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It
was hard to list just five but EQ or common sense is still number
one.
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This
list of five is somewhat of a compromise.
It would be nice to say that HR is truly a strategic
partner to the business. For
the most part, it is not yet.
It attempts to get at the necessities of the day to day -
the world in which much of HR operates - while moving toward
really being a business (if not a strategic) partner. One of the
problems I observe in many HR professionals is that they are too
focused on the task and function and do not possess a deep enough
understanding of the breadth of their client's business.
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This
[survey] is a great idea. A
good tool as you think about an interview strategy.
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The
effective HR leader needs to not only understand the business
he/she is in, but also to apply that knowledge to HR issues and
trends -- looking at risk management, or the financial impact of
turnover, for example. Those
in HR leadership positions need to convey that understanding to
their staff members in a way that translates organizational needs
to the work of those in the HR business.
HR is only relevant and effective when its work is aligned
with the strategies and goals of the business.
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Due
to economic pressures, global competition and squeezed profit
margins a new trend is emerging.
In our business we see companies focusing much more
intently on defining their core business and outsourcing non-core
activities and functions, e.g. HR, Finance, IT.
Outsourcing allows companies to focus on what they do best,
while obtaining higher quality outsourced services at less cost.
As outsourcing takes hold, we will see HR shift to an
external provider of menu-type services offered to geographically
dispersed multi-clients. Technology will allow greater advances in
employee self-serve environments as companies adopt this as a
standard platform. In concert with this change, workforces will
become more mobile and fluid.
The subject of employee leasing and portable benefits will
become even more popular.
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HR
professionals need to help the organization balance the need to be
successful and profitable (except for non-profit-then success may
be measured differently) with the needs of the individual
employees of the organization.
HR can provide a sense of "Balance of Power" even
though it is clear in the mind of the HR leader that the CEO and
Sr. Management team call the shots.
The best HR people have tremendous influence at the top of
the house on the decisions being made and have vision beyond the
next quarter's earnings projections.
There has to be a balance, a true commitment to the
individuals of the company at all levels and ultimately to ethical
business practices. Great
HR leaders find themselves in a daily tug of war between the needs
of the frontline employee and the need for the Sr. Management team
to be successful. The
true challenge for an HR leader is the inherent conflict that
exists between those two sets of needs!
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The
HR leader today needs to grasp and lead the multi-faceted response
to change... organizational as well as considering the impact of
personal change... further, the ability to consider and lead the
response to technology enhancements is critical.
As always the ability to lead and not manage is a key
element. Finally,
effective communications...at all levels is key to being
successful in the areas cited earlier.
And international remains a strong tenet for effectiveness
as a senior leader in our global economy.
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All
the above punctuated by the growing demands of technology and
international business. Also,
all senior managers must have emotional maturity and unquestioned
integrity.
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Included
in this is a strong sense of vision - the ability to look to the
future, anticipate what could be happening, and prepare today to
be ready!
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I
believe the ability to manage stress is key to success in HR
today.
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People
do best what they like most. Successful HR professionals
facilitate the employee experience as THE main vehicle for
organizational success. Inspiring leadership, competent
management, challenging work, equitable reward and career
opportunity are among the key drivers of that experience.
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HR
professionals today are being challenged to step up and become a
business partners. Play
a more active role in the strategic mission of the company.
We need to become more business minded and find ways to out
source administrative duties.
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More
than ever HR professionals will need to be business savvy rather
than just HR savvy.
The
ability to be a true business partner will be essential as we go
forward.
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Today,
more than ever, leadership is what separates the effective VP, HR,
and HR departments from those that are less effective.
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HR
professionals need to be embedded in the business and be able to
significantly affect the bottom line, they need to be proactive
business partners.
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I
get so weary and impatient when I hear HR folks talking about
"getting a seat at the table" or not being included in
strategic decisions. It's
up to each of us to jump into the fray, add value, earn respect,
and claim that seat -- not wring our hands and wait for it to be
handed to us! Now,
more than ever, we can make a difference by focusing on the
strategic needs of the business.
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Implicit
and therefore not mentioned is "knowing the business."
If
there were one more spot, would've added "measurement
skills."
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These
are the key skills I foresee being required for senior level HR
folks. The basics -
HR technical skills, orientation to detail, follow through, and
proactively are the prices of admission.
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They
will need to have the "teachable point-of-view" to
create a learning environment where global leaders are developed,
and these leaders/managers are able to leverage
"cultural" difference as assets.
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More
than ever, HR is being required to be a true business partner.
We are involved in restructuring, streamlining and
planning. In an
effort to be competitive the pace is faster than ever and I am
grateful that I've been doing this so long.
There are laws and practices that are innate that I don't
have time to look up or research.
Technology plays a key role in that.
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It
is my belief that progressive organizations have significantly
raised the bar with respect to their expectations of the HR
function during the past few years (probably concurrent with the
economic slow down beginning in 2000).
No longer are organizations satisfied with "productive
subject matter experts". Instead, HR professionals are now
expected to not only take the point in managing all things related
to a firm's human assets, but they are also expected to fully
contribute in areas once considered outside our domain; the
manufacturing business plan, the IT budgeting process, customer
satisfaction issues, etc. For
the HR professional that successfully meets these new
expectations, a whole new world of potential career opportunities
awaits.
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These
skills are critical in the context of HR's mission, which is to
partner with line managers to ensure that we have: The right
people in the right jobs … who are competent and motivated to
work together …. To do the right things for our patients and
other customers ... and at the right cost per patient day.”
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The
credible HR leaders of today can readily demonstrate that they
understand the business and the customer at the same level as
anyone on the senior team. As the pace of change accelerates, HR
needs to be flexible and able to identify the management practices
that need to evolve to meet ever-changing customer requirements.
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HR
leaders of the future will outsource administrative parts of the
job and reposition themselves as Chief Talent Officers
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This
list may sound too 'touchy feely’ as we say and possibly viewed
as not business enough, but in fact I think it is about business.
There is nothing that I could add to the list you are
gathering that we don't already know. For ex: Tech. Skills Comp.
Management, Diversity Awareness, etc.
I rarely hear these words in any HR conversation; we have
become very sophisticated management partners with our business
colleagues, as it should be.
In my opinion we evolved in a savvy system operated
department that at times forgets why the word "Human" is
the critical aspect of HR, in fact it is what distinguishes as the
heart of our organizations, understands the pulse and is key to
employee and community relations.
So I believe the pendulum has swung too far at a time where
relationships and trust outweigh over tracking info. and excel
spreadsheets.
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Today's
HR executive needs to have an in-depth understanding of their
companies overall business goals and objectives. They need to have
a strong strategic core that provides a platform for the
development and implementation of programs and processes that
support the needs of the organization today and in the future. HR
Professionals today, need to speak the financial language and
relentlessly address the financial impact that decisions make on a
company. These decisions could be as simple as hiring a candidate
or terminating an employee to decisions regarding employee
benefits and compensation programs. Evaluating decisions from a
cost as well as a strategic impact perspective reinforces
throughout the organization that HR is not a policing group but a
strong partner that works towards the achievement of the goals of
the company.
Global
Awareness allows HR Professionals to stay ahead of the curve
regarding potential issues a company may face. For example, if
there are cultural biases in the world today -that impact may be
felt in the workplace. If foreign economies are in crisis that may
impact the organization in multiple ways - from the value of
employee wages at home and abroad, to employees not wanting to
relocate to other countries, to the feasibility of insuring the
employees.
As
downsizing is taking place with corporate HR Staff, more
responsibility is being delegated to the front line HR Staff.
Traditionally this position has been responsible for recruiting
and employee relations. These line positions now need to have a
greater understanding of the basic components of compensation
analysis, benefit regulation and compliance. This is a tremendous
opportunity for line HR Staff to be a key decision maker. They
need to have well-rounded knowledge and experience in order to
meet this demand.
In
addition as HR Staff is downsized and in keeping with the need to
be financially savvy - self-service/ on line benefits
administration is one of the fastest growing areas in HR today.
Understanding how Information Systems work and how it can effect
the Transactional Role that HR plays is very important to
developing a 21st century role for the HR Professional. If HR does
not come to the table understanding how to decrease the
transactional responsibilities they have, someone in Finance will
do this for them.
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The
HR leader must be regarded as a credible leader in the
organization. S/he
needs to embrace the business and be competent in understanding
and communicating the "product", the process by which
business gets done, the finances, the market environment.
S/he must be focused on being ahead of the changes in the
workforce. And, of
course, have a wonderful sense of humor.
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The
Executive team NEEDS to view HR as an important part of the
company. The VP of HR
should make sure he/she is included as part of the Execs.
The last company I was at never took HR seriously and
didn't see it as an important part of the infrastructure.
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Perhaps
the biggest change is movement back to more of a generalist model.
During the growth period, much focus was on compensation
and recruiting. The
top recruiters will need to figure out how to round out their
skill set and get involved in other areas of HR to be successful.
On the flip side, generalists who may not enjoy recruiting
will have to get used to leading this activity for the near term.
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Control
and Security are an illusion.
The velocity of change continues to accelerate and we have
to get used to it.
HR
operates in the context of business. HR transactions will soon
become fully automated, from benefits administration to
recruiting, employee relation and training.
Each
HR professional will either find a way to add strategic value to
the business or they will not have a job.
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Briefly,
communications is key -- must be able to deal successfully across
all levels, and motivate and inspire; Regardless of the particular
business, must understand it thoroughly in order to best support
and deliver programs, benefits, training, etc. which is tailored
to address business needs; Understands the "core" role
of HR, and doesn't try to be all things to all
people/constituents; Recognizes individual and group needs and
leads efforts to develop new skills/competencies in people to
address these.
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HR
has to be strategic and tactical at the same time. Must have
respect/rapport with management team to be included in key
decisions and add value to the company
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In
times of constant change including frequent
"restructuring", the HR professional is looked to for
integrity and leadership. Effectiveness
requires the full knowledge and interpersonal skill toolkit.
It requires extraordinary organization awareness and timing
to know when to press for needed change.
A little courage should be thrown in for good measure!
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1.
More efficient and effective use of manpower: including for
example, telecommuting; using technology - video conferencing,
2.
Developing people to manage (themselves and others)
3.
Empowering
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HR
needs to reposition themselves to operate in a pro-active and not
a reactive "fire-fighting" mode.
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Despite
all the rhetoric, HR will no doubt not be found in a leadership
role when it comes to facing the challenges of the 21st century.
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Understanding
the changes external to and within the company is essential.
Doing the social/political/economic homework, like any
entrepreneur, and strategizing how to solve the company's problems
should be the primary focus - at every level of responsibility.
One's tasks may be very different from job to job or season
to season, but having an appropriately imbedded strategy keeps the
HR professional (and her colleagues) on track and ready for every
change.
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HR
must shift from transactional and activity driven to a strategic
value creator and be able to communicate this value effectively.
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I
think the above list demonstrates the abilities and skills
necessary to work with our business partners and support them in a
manner, which ensures progressive actions and high standards.
The professionalism that was once the standard is missing
in many places today as we are being forced to accomplish more
with less, however if we take full advantage of our resources, we
can bring that high level back!
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These
unusual times require HR Professionals to be agile in the
workplace. We need to be ready to act as coaches, decision-makers,
and leaders in these uncertain times.
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If
I had to pick just one, it would be ‘common sense’
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We would be
interested in further input on this topic. We welcome your
thoughts at
Click
here: Comments@gattihr.com
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