In a recent article in Harvard Business Review, Ram Charan, author of ‘Global Tilt’ (2013) puts forward the case that the traditional Department of Human Resources needs to change and that as a functional unit, it is being under-utilised;
“I talk with CEOs across the globe who are disappointed in their HR people. They would like to be able to use their chief human resource officers (CHROs) the way they use their CFOs—as sounding boards and trusted partners—and rely on their skills in linking people and numbers to diagnose weaknesses and strengths in the organization, find the right fit between employees and jobs, and advise on the talent implications of the company’s strategy.
But it’s a rare CHRO who can serve in such an active role…”
We at Driftwood Group couldn’t agree more. HR can no-longer be buried in process and procedure, but must step up and out, into the business strategy limelight. It needs to interact more cohesively with a company’s goals for future growth and direction. And it needs to adapt and adjust to provide a working conduit between organisation and individual requirements.
For advice on how to leverage your HR Strategy, get in touch.
See the full article here: http://hbr.org/2014/07/its-time-to-split-hr
