Talent Management - July 2008 - (Page 12)

[leading edge] by Dr. Jac Fitz-enz I I Quit Complaining: Three Steps to Add Value spoke with an associate over lunch recently about HR reporting and the perennial question of “How does HR win a seat at the table?” came up. He recounted a couple of instances in which HR reports and HR credibility were raised, and how when he suggested to people that HR could become part of the corporate ﬁnancial reporting system, terror ﬂashed across their faces. That made me think of several situations I faced after giving speeches. In one example, during a Q&A period, a person asked how she could collect, analyze and report HR value when she is so busy with daily activities. I suggested several alternatives, all of which I know from experience would free her to report value-add. First, delegate low-level work to junior people who will learn by doing it. Second, push some work back onto line managers where it belongs. And third, stop doing things that are low priority in favor of value analysis. In response to my suggestions, she said she could not do any of those. The disturbing thing about these two experiences is they are so common. Why is it HR people keep harping on not getting any respect, yet they refuse to take the path to respectability when it’s shown to them? It’s a matter of mindset. Talent managers say they want to be part of the business and have a seat at the decision-making table. I don’t believe it. I believe they want to be bit players who go about their daily processes without realizing they also can be an equal partner helping run the business. As a result of lack of education, disinterest in business fundamentals, scant knowledge of the business or fear of ﬁnancial, marketing or technology discussions, many — if not most — HR people do not see themselves as businesspeople. They like to do what they do, thank you very much, but they won’t take the risk to shift from support to partner. Early in my career in HR (circa 1970), I went to a demonstration of the ﬁrst human resources software If you really, truly, no kidding, want to be a value-adding partner in your company, here is how to start: 1. Take a course in ﬁnance for nonﬁnancial managers. You will be safe there. No one else in class knows more than you do about accounting or ﬁnance. In three days, you will know enough to be conversant on the job, or at least you will know when to nod and when to frown. 2. Spend time talking to line managers and employees. Forget HR and just listen to them talk about their worlds. You will hear about problems and successes in production, sales, service and other functions, and you will build relationships. Many HR people do not see themselves as businesspeople. They like to do what they do, thank you very much, but they won’t take the risk to shift from support to partner. About the Author Dr. Jac Fitz-enz is founder and CEO of the Human Capital Source and Workforce Intelligence Institute. He can be reached at editor@ talentmgt.com. program. The vendor showed how this product would automate much of HR record keeping. My colleague in the training department asked me why I would go to that. He saw us strictly as people who delivered training. Fast-forward 10 years: He was teaching in a small community college, and I was running HR at a computer company. He wanted to be just a trainer. I wanted to manage human capital for the good of the company and the employees. I’m not bragging that I was smarter than him. We just had different mindsets that took us in different directions. Perhaps this is the root of the problem. People want to complain about their status, but they don’t want to do anything to change it. 3. Get to know the senior executives. Instead of going to them for support of HR programs, talk to them about how they see the company, the competition and market trends. What is on their minds about the business? Read outside of HR. If you ask intelligent questions, they will be happy to unload on you. They need an outlet and will see you as someone who cares about their issues. This is how I took myself from a junior trainer role to a seat at the Ctable. The proof came when the top executives began to call me in and say, “Counsel me on this…” 12 July 2008 talent management magazine www.talentmgt.com http://www.talentmgt.com

Table of Contents Feed for the Digital Edition of Talent Management - July 2008

Talent Management - July 2008 Editor’s Letter Human Performance Leading Edge Learning Connections Guest Editorial Passive Candidate Recruiting: Evolving with a Changing Workforce How Do They Feel? Sec Regulations and Executive Compensation Performance Management: A Retail Perspective Train the Non-Trainer Management-Go-Round: Developing Future Leaders Netflix Creates Its Own Script for Talent Management Intuit Spotlights Strategic Importance of Global Employee Recognition Make HR a Profit Center: Automate Technology to Gather Tax Credit Data Offshoring and the Impact on Talent Management Advertisers’ Index Editorial Resources Full Potential

Talent Management - July 2008

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