Profitable the respect, trust and confidence of line professionals and making a difference
Ask many line managers these people think of HR managers and you will get a variety of views from positive to the most damning.
– “Excellent. Very professional. “
– “Very responsive, supportive and helpful”
– “Great if I can ever get hold of them”
– “Talk their own language. Not really in touch with the needs with the business. A bit flakey”
– “You mean the inactive hand of HR! “
As the issue of useful HR management has grown in importance over the years so offers the need for HR managers to be both responsive and aggressive in meeting the needs of their developing organisations.
Clearly it can be necessary that an organisation’s employees are paid on time, they are able to easy access the benefits they are entitled to and can receive straightforward help and advice by HR when needed.
This operational piece of the HR managing responsibility needs to be reliable and responsive in every respect. Finding the basics right is all important.
So is partnering having line managers in recruitment activities, performance management operations, training and personal development provision. These are all very important, core elements of the HR function’s role. Organisation’s include every right to expect that HR managers will be proficient in these areas.
But what about gaining the respect, confidence and confidence of line managers, over and above these basic principles? How can HR managers really add value? Here are nine tips.
HR managers need to clearly understand often the organisation’s vision and challenge the CEO if it is not clear. They need to create an aligned vision for HR to guide the corporate vision.
They need to draft a vision, share it with selected line managers, check it, refine this and communicate it both to the HR team as well as line managers. They need to be clear on HR’s vision to get future success, and clear on how it is aligned into the organisation’s overall vision.
HR managers need to be clear on their organisation’s objectives. They need to put clear, measurable objectives and milestones to the HR vision. They need to produce their objectives concrete, tangible and deliverable with time support frames attached.
They need to announce them and ‘stick’ to them. They want to communicate their success in achieving them. They need to certain you’re seen as “business like”.
HR managers ought to understand their organisation’s strategy. They need to be clear on their HOURS strategy to deliver their objectives. How will HR be inserted within the organisation as a whole? How will it work alongside this company to deliver the strategy of the business? How will it marry the day to day needs of the business with the long run development needs?