In many companies HR is not considered a strategic player. They play an administrative and compliance role, but they do not sit at the strategic table. They are not invited to participate with the operational executives when it comes to issues dealing with the business. They are invited to work in the business, but they are not invited to work on the business.
Traditionally, HR’s role has been seen as an administrative function focused on recruiting, compensation, benefits and compliance. Unfortunately, that is HR’s public identity. In an increasingly complex environment, the status quo for people is no longer good enough as highlighted in the Future of HR.
If an HR professional wants to be a strategic player within their organization they have to expand their competencies to include developing an understanding of the business, its strategic objectives and the depth and breadth of competencies necessary to fulfill the strategic objectives. Also, the HR executive and manager has to be able to develop and guide the change process, build and develop an appropriate culture, and put in place the strategies and initiatives to develop high-performance teams at all levels of the organization.
Is HR willing to step up to that plate? Or are they comfortable in their current role? If HR is not participating in the strategic conversation, it will help if they can define the following questions:
- What does it mean to think strategically from an HR perspective?
- What strategic competencies does the HR professional need to develop?
- What should HR professionals be focused on strategically?
- How should the strategic focus fit and support the corporate mission?
Defining the answers to these questions will allow HR, and any other executive that wants to be involved in the strategic conversation, to build their strategic muscle and claim their place as a strategic player. More importantly, it will define their role in the innovation success of the company they work at.
