HR Spectrum Article - How to Get HR to the Head Management Table

How to Get HR to the Head Management Table

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In our continuing Briefing Series, HR Spectrum recently hosted a Breakfast in New York City dealing with the topic of "How to Get HR to the Head Management Table". Some of the ideas and comments are reviewed below.

One example cited was to have the HR Director "open the eyes" of senior management to global needs and cultural differences that the company faced around the world. The company had been viewing its policies and programs from a US point of view including US culture and people practices. This insight gave great recognition to HR’s value and also further successful operation of the company.

Another company participant used almost the same "open eyes" principle as she described how the purpose of the annual sales meeting of the company was shifted from a giant marketing meeting to a timely and in depth discussion about the strategic direction of the company. That process, in place for a few years is given credit for increasing sales and market share globally, and HR was the concept leader of this change in thinking.

Another participant noted that "Senior Executives talk in business terms, and that HR must speak analytically, intelligently and persuasively about business functions".

One way to get to the "table" is to " identify a big HR initiative and make sure it succeeds". One company HR director developed significant initiatives to attract and retain people in this extremely competitive environment. It came down to a philosophy of recruiting the best and retaining the best of the company’s employees. Many of the programs initiated centered around work life initiatives. Due to the success of these initiatives the company has become an "employer of choice" and HR has gained great recognition for its initiative and success. The company is also able to compete more effectively in the employee marketplace.

Another participant noted " HR must be willing and able to take risks...generate ideas that are out of the box". This can have a positive impact on the business. One person suggested that a strong PR effort about HR’s programs and role can have HR more noticed at the management table.

Another participant noted that the HR executive must be a confidant and in-house coach to the CEO. Many companies were able to recount examples of how the HR executive was frequently the "sounding board" for ideas in successful companies.

Another simply commented that to be successful in HR you must have a wide range of knowledge about business.

Another noted that some top managers are "managerially challenged", and that HR can help these managers deal with their interpersonal issues with their subordinates, peers and superiors.

Finally, participant noted that as the company introduces new initiatives the HR executive should link these initiatives to responsive HR initiatives.

For information please contact: staff@hrspectrum.com