A strategy partner, not just HR

At a leadership meet last week, I had an engaging conversation with business and HR leaders on the changing scope of human resources. We marvelled at how, within a decade, HR has transformed from mere ‘recruitment specialists’ to ‘strategic business partners’ whose expertise and strategies promote and drive a healthy workplace culture.

As we went about discussing the role of HR in shaping the world of work, one HR head asked, “what are the expectations from the HR function in today’s workplace?”

That was when the thought really struck me. There has been much talk on why HR should be a strategic business partner but not many on “How” HR can become one. So, as a CEO, I’m going to give away the secret that has always worked wonders for me and my HR teams. The ‘ABCDs’, as I call it. Here are four simple strategic HR levers that can transform the workplace.

Align, advocate objectives It’s simple! The first step to being a strategic business partner is to understand what your organisation’s objectives are and then align the talent strategy to match organisational effectiveness. I never tire of stressing this — ‘people define an organisation’. The HR function should take on the role of talent mentors who bring in the right candidates to fit into the organisation’s culture and, above all, keep the employees engaged, motivated, competent and productive.

Once this alignment is achieved, HR leaders need to go the extra mile and serve as valuable ambassadors advocating the same. They need to constantly communicate the organisation’s messages on mission, vision, values and business strategies to the employees. Communication channels like live video conferences, open house sessions and monthly emails from the CEO have proved effective in most organisations.

Further, HR needs to aggressively advocate to the employees the core values and principles that the organisation stands for so as to instil passion for success and commitment for growth. Employees need to be assured that their skills and work have a meaningful impact and that the organisation values them ans their work.

Brand Custodians Ever wondered why organisations stress building ‘Employer Brands’? The perception of the company as a good or bad employer influences the decision of people to join up and, at the same time, provides existing employees a reason to stay on, and grow with, the organisation. Simply put, the employer brand is that emotional connect with job seekers and employees that plays a big role in redefining the organisation’s proposition as an “Employer of Choice”.

In building a great employer brand, the HR function has the biggest role as the custodian of the employee brand and the employee value proposition. I have always told my HR teams that the job of inspiring passion and faith in the brand in a manner that employees and job seekers feel a real alignment between the company’s promise and the actual employment experience lies with them.

Change Agents The workplace is changing every day and how! From constantly changing new-normal economies, existence of a multigenerational workforce, and growing diversity, the workplace has become challenging, presenting both opportunities and threats. Most of the time, while the senior management leads these changes, the actual brunt of it is borne by employees. And this can cause restlessness, disengagement and attrition — all equally harmful to the organisation.

So, to overcome employee resistance to change and reluctance towards involvement, HR teams need to turn into change agents and manage seamless cultural transformation. This is easier said than done. But not impossible! By staying closely connected with the employees, understanding their aspirations and listening to their concerns, this can be managed. This, in my opinion, will be the one of the most important priorities for HR leaders over the next decade.

Continuous development I have always maintained that talent is the fuel to an organisation. You may have the best systems and processes, but without the right talent, the organisation can never grow. Creating a talent pipeline will an organisation’s biggest asset. By giving the employees the right support and training, it is easier to build a high-performance culture that will put the organisation on a path of greater growth.

Also, HR should complement initiatives on creating the talent pipeline with building a leadership pipeline too. Most organisations face a serious lack of leadership, and most often depend on external sources to fill this vacuum. Identifying potential leaders, investing in developing them and retaining this pool mean a long drawn out effort. The HR functions needs to have short- and long-term strategies drawn up to address this.

As the workplace becomes increasingly complex, the scope of HR too will increase. It’s time for business-savvy HR teams!

(The writer is the CEO, Randstad India & Sri Lanka)

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