“A really great talent finds its happiness in execution” – Johann Wolfgang von Goethe
Most human resources leaders acknowledge that their HR strategy should be aligned with business strategy. Few, however, take the time to ensure that they are creating tangible and meaningful connections between the two. Instead, many HR functions spend their time investing in changes and enhancements to the quality of individual programs within the HR portfolio. When this happens HR often ends up feeling like it's on the "talent treadmill," a phrase we coined to convey a significant amount of effort being exerted without any sense of forward progress and a feeling that HR is constantly in a reactionary mode.
What we believe
• When HR is on the "talent treadmill" and constantly playing catch-up with the business it's difficult to gain the respect and trust of line leaders who can't see a connection between what HR is working on and the business results that they are pursuing.
• HR strategy should be entirely focused on making sure that the business has the number, type and quality of people it needs to execute its strategy.
• HR needs to change how it is measuring its own effectiveness as a means to link the efforts of the function to the results and outcomes line leaders care about.
• Fully understand the future strategy and direction of the business.
• Prioritize the organizational capabilities, functions and roles in the business that will have the greatest influence on the company’s ability to execute its strategy.
• Use analytics and a business-based approach to determine where the priorities and focus for HR should be across the spectrum of talent acquisition, deployment, development and rewards.
• Develop an overarching HR strategy and implementation plan that is anchored in the same results and outcomes that the business is pursuing.
• Prioritize Investments in HR programs based on their impact on the desired business outcomes, versus the need to “check a box” or put a particular program (e.g., recruitment, performance management, high potential program) in place.
• Increase the sophistication in how HR measures its own effectiveness. Simply measuring “time to fill” for open positions, for example, and not assessing whether or not new hires are effective on the job at six months and 12 months is an example of the trap many HR organizations find themselves in, leading to constant hiring.
• Provides HR a seat at the business planning table, not because they request it, but because they deserve it.
• Prioritizes investments in HR based on real business needs.
• Ensures that HR can measure its impact based on outcomes line leaders actually care about -- the business results that matter most.