It doesn’t take long when talking about HR development that the discussion turns to HR’s strategic role or the lack there of. HR professionals want to contribute more to business decisions, and executive management longs for HR who is able to play the game with them. Where’s the disconnect then?
One of my favorite charts is the triad of accountability. As employees take more accountability, they are trusted with more decision making power, thus getting more empowered. This triad applies to HR professionals as well. Sometimes, getting empowered requires the first step of having the guts to just do something you haven’t done before. Make a proposal. Drive change. Be the guardian of the company culture.
To find your voice, listen to yourself. Are you mainly reacting to requests, or are you initiating actions? When you are providing solutions and options, do you also give your recommendation for the best action, instead of leaving it for the executives to choose any option? In meetings, do you voice your perspective and opinion, even if it might be different from the majority?
To gain trust, the first requirement is to execute flawlessly in basic HR responsibilities. That comes naturally to everyone. HR should know the pulse of the workforce, so make sure to use sneaker management and build relationships with your employee base. You should be the first one to raise the red flag if morale is getting lower, or if performance is dropping. Study the business and learn the numbers. You should be confident enough to follow the business discussion to articulate the human capital implications on the business and the other way around.
When working with executives, learn to give them the right level of detail. They only want a short business context, their options, implications, the best action to take and the next steps. They don’t have time for legalese, how things are done or what the logistical problems are. They certainly prefer a well justified recommendation over multiple options to choose from. There is always a risk that your recommendation won’t work out – that’s what it means to be a strategic partner; taking part in the discomfort of true decision making.
Don’t forget networking. Build alliances both within your organization and externally. True players are connected and know what is going on. When you need to make a tough decision, you will always have someone smart to turn to before you make your move. The seat at the table is waiting for you.
###
If you enjoyed this post, please consider subscribing to Forte Consulting RSS Feed. Copyright 2010 Liisa Pursiheimo-Marcks, all rights reserved. SVPGMGDX8TEC
“Don’t forget networking.” Well said. Great article Liisa.
Very well said Liisa. I spend a lot of time with health care IT people and health information management professionals. They both complain of the same thing… they don’t get asked to the table. Executives are people too and may need to be educated as to why you and/or your skill level is needed at the table.
Pingback: Can HR Earn A Seat At The Table? | CallCenterBestPractices.com