HUMAN Capital - Winter 2014 - (Page 6)

LEadERShIp MattERS A Seat at the Table By LesLie HenkeL, BA, CHRP, CeC hRIa BoaRd ChaIR aT hRia, we OfTen talk about the need for HR to be a strategic business partner or for the function to move away from being a transactional aspect of business to playing a more transformational role. These discussions are all aspects of the same vision - to make the practise of human resources a key part of any business strategy. Adam Czarnecki gives us some tips for overcoming TAAR: transactional-administrative-activities-roadblock. It's the vicious cycle of simply being too busy with day-to-day activities to set time aside to data-mine, analyze and execute strategic HR deliverables that directly contribute to the bottom line. In a global survey of 235 C-level executives - 57 per cent of whom are CEOs, representing 38 countries - only a slim majority of CEOs, about 55 per cent, believe that the head of HR in their organization is a key player in strategic planning. More interesting, a significantly higher proportion (70 per cent) of the same CEOs want the head of HR to be a key player.1 Whether there is a strategic expectation formally written into your role or not, this issue of HUMANCapital will help you think more broadly about the impact of HR on business goals. HR professionals can only expect to be included in strategy development when we can demonstrate a comprehensive understanding of the business challenges and are able to bring the skills to the table that are most valued by those already seated at the table. If HR leaders want to be at the decision-making table - and CEOs want their senior HR person to play a larger strategic role - why is there a gap in making this a reality? It may lie in the ability of HR professionals to translate their skills and insights from the HR world to a larger business context to add increasing value. As the study points out, 41 per cent of respondents think their HR heads are "too focused on processes and rules" and 37 per cent say that HR leaders don't "understand the business well enough." For example, while 65 per cent of CEOs think their head of HR is doing a good job at managing the HR function, only slightly more than 40 per cent of the same CEOs feel their head of HR is achieving a similar level of performance in strategic issues such as "succession planning" or "global sourcing decisions." So, how to bridge the gap? This issue of HUMANCapital explores the idea of HR as a Strategic Business Partner. Kanwaljit Kaur's article helps us to assess what capabilities are needed for the organization to fulfill a certain objective and then analyze how to fulfill any capability gaps in such a way that the organization derives maximum benefit out of it. As the professional association representing HR professionals in Alberta, HRIA has long supported the idea of HR as a strategic business partner. We have been focused on the achievement of self-regulation as a cornerstone of serving this vision. Earlier this year, we received a 94 per cent confidence vote from the membership to pursue self-regulation. We listened and have been actively putting into place the business processes and accountabilities that will be required of us should the HR profession in Alberta become self-regulated. This includes our new Code of Ethics that will take effect on January 1, 2015. As part of the application process, HRIA also undertook the first round of public consultations through the summer and fall. HRIA contacted almost 200 organizations and met with a wide sample including post-secondary institutions, other professional associations and business organizations. We received several letters of support and positive feedback from the public through the website and through our newspaper advertisements across Alberta. Every step that you take as an HR professional, coupled with the steps that HRIA takes representing HR within the business community, to government and the public, brings us closer to becoming a recognized profession worthy of a seat at the table. O http://www.ibm.com/solutions/files/V379497Q73917s31/ceo_how_ hr_can_take_on_a_bigger_role_in_driving_growth.pdf 1 6 O www.hria.ca http://www.ibm.com/solutions/files/V379497Q73917s31/ceo_how_ http://www.hria.ca

Table of Contents for the Digital Edition of HUMAN Capital - Winter 2014

Leadership Matters
Economic Pulse
Tech Talk
Growing Strategic HR Business Partners Internally
The Enemy Within: Hiring Managers Rank as HR’s Top Talent Recruitment Challenge
Becoming a Key Partner
Abilities@Work Making the Most of Employee Talent at the City of Edmonton
The Magic of a Moment
Policy Corner
Legal Source
Index of Advertisers/ Advertisers.com

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