HR’s influence and impact has grown significantly over recent years, and we have had the privilege to work with many HR leaders who are valued by their Director colleagues for their strong contribution to the success of their organisation. We are concerned by a recent survey, which found that 42% of global companies reported the impact of HR on organisational success as ‘weak’ (Bersin by Deloitte survey, July 2014). We are confident that HR leaders in all organisations can play an even greater role in supporting their organisations to improve performance, and to successfully achieve their business goals.
We think that effective HR leaders spend time on those activities that add most value to the business as a whole, strategically and financially. We have grouped the activities as the following four attributes:
Given this list, there are two ways to become a more effective HR leader. One is to understand more about what these attributes mean and why they matter. For this, please read on to the second post in this two part series.
The other way is to put yourself to the test and try our diagnostic tool, The Effective HR Leader. This free tool is aimed at HR leaders, from CHROs with global responsibility, to HR managers who are two levels below national responsibility. The tool is also relevant for HR specialists, business partners and leaders of HR service centres.
The Effective HR Leader provides insights about a particular dimension of effectiveness: how effectively time is being allocated to the things that matter. It is not a measure of output but rather input in terms of time.
Take the survey here, and/or forward this link to HR leaders you know.
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