The 7 HR Enablers – click on the icons to read more.

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  • Leadership is critical in all organisations and, in the current workplace instability, HR leaders need to stand out as business leaders too.  HR is a complex function, and leaders in HR face demands and opportunities that could transform the function – if the depth of their understanding of the business can shine through.

    Why is leadership in Human Resources more important than ever before?

    Let’s look first at the nature of the seismic changes that are predicted in the world of work; AI, flexibility, agility, globalisation – it will be a challenge for every organisation to think through what it will all mean.  The level of complexity is mind-boggling, and it’s pan-organisational as well as global.  Bersin’s 2018 Predictions Report* is called ‘Embracing Radical Transparency’ – we have to be able to see the whole landscape, in order to understand and then build ways of working that can leverage technology:

    ‘HR leaders can’t create processes that are capable of supporting and nurturing the workforce in this new reality until they help their organizations reach a new, operational understanding of what work is and who is going to do it.

    HR is the only function that has visibility and reach across the whole organisation.

    The quote from Bersin’s Report reveals two levels of HR engagement.  What will be the balance for you between:

    1. Re-engineering your own HR processes, and
    2. Enabling the whole organisation to redesign itself?

    Which comes first, 1. or 2.?  At which level are you operating as a leader in HR?

    That depends on how strategic your HR function is – or is seen to be.

    “The link between business and HR is defining the future of HCM, as 71 percent of organizations believe that the most critical skill of HR leaders is the ability to connect initiatives to the strategy of the business.” Aberdeen Group, from article by Oracle*.  Our experience shows that HR leaders often do have sound business understanding, but can miss opportunities to demonstrate this.  They know it, but they don’t always show it.

    There are some key performances in our working lives – some we are fully conscious of and put real effort into, and others we may let pass, unaware of their impact.  We’ll come back to looking at those critical moments, and how to optimise them.  Before that, let’s look at the research to see what colleagues want to see, and then the steps we can take to make more of opportunities to get our business strength across.

    What’s the evidence that HR leaders aren’t seen to be focused on, and led by, business strategy?

    In a HBR article*, Zenger and Folkman distilled (from some extensive 360 research on leaders in different functions, using ’16 Key Leadership Skills for great outcomes’) the areas that make great HR leaders stand out.  Here they’ve highlighted 4 competencies where leaders saw the greatest gaps between the average, and the best:

    There are many areas of leadership that we will look at in future posts; we did substantial research to build our 7 HR Enablers.  However, let’s start with these four because this perception is borne out in other articles and reports that we’ve read.  Looking more analytically at them, they are a complex combination of what HR leaders know – their organisational, strategic, and technical insights, as well as how they get this across.

    In order to look at how HR leaders could tackle this, let’s break down the above capabilities into those two component parts – intellectual competencies, and behavioural:

    I’d like to put to one side, for now, the intellectual processes that we use in order to gain the insight in the left-hand column – although you can read more about this within our Perspective Enabler.  Our purpose here is to focus on the human interactions that provide the opportunities to establish the HR leader as a business leader too.  We probably do most preparation for planned, high profile events such as presentations.  However, even for the occasions that may be routine and even a bit dull, we are still on parade.  We can still make conscious choices about how we come across and represent HR as well as ourselves.  This is also supported by our own sense of purpose, and we’ll come back to that later.

    As leaders we are always being watched.

    WHEN do the critical opportunities for leadership present themselves?
    • Some opportunities we can PREDICT.  There are some that occur automatically, that we may currently squander because we do not realise their significance – simply because they are so regular and routine – such as management meetings, budget meetings and other sessions on our organisation’s planning cycle.  They may be group meetings, or meetings with one stakeholder, or with our team or individual team members.
    • Others happen without our planning them – but we can plan for them if we choose.  Chance meetings in the corridor or cafe, or by the water cooler, enable you to RESPOND TO the opportunity presented.  We know that this is going to happen, sometime, so we can prepare for it.
    • Finally, HR leaders can CREATE opportunities to demonstrate their business understanding, share their vision, engage others, solve knotty problems, build their reputation.  We don’t have to wait for others to invite us to make a presentation or for a one-to-one, to explain HR’s role more fully, or to learn from them about how they see the business and its challenges and opportunities.

    In this infographic*, we also explore the communication that can support the key interaction – engaging the HR team and key stakeholders in preparing the HR position and questions, and following up afterwards to reinforce leadership.  We love the technique of Advocacy and Inquiry – more on this in a future article.  The point is, nothing happens in isolation, and a planned ‘pincer movement’ can work well to ensure that the interaction that you see as the critical opportunity will produce your desired outcomes.

    WHAT do you want to get across, and to ask?

    This is about planning the content of your interaction, and this is your opportunity to be strategic; to go in at a high level – eg talking about the major business challenges or opportunities – and stay there as long as possible.  It’s useful to have a key phrase that is also repeated by your team members, whenever appropriate, so that it starts to stick in the heads of your stakeholders, eg. ‘we’re here to support you in driving success for your part of the business’, or whatever phrase sounds right in your culture.

    HOW will you deploy your skills and behaviours to get the best result?

    The key to this is to get the balance between stating and explaining your own position, and ensuring that you understand theirs.  Curiosity and generous listening are key attributes that will drive a productive conversation that’s received as being supportive.  The most common criticism of HR is that they drive their own agenda rather than respond to the real needs at the front line. 

    The irony is that HR’s ‘own agenda’ is going to be good for the business, and thus we can get frustrated by the lack of enthusiasm.  However, HR can have the knack of seeming to come from some superior place rather than the real world.  Hence, an intervention that’s built on best practice, even within the right sector, can seem to come from another planet.

    Our 7 Enablers tackle this challenge from different directions, including how we gather and deploy data, and build relationships so that our reputation grows. While a powerful formal effort such as a strategic presentation will do wonders to help you to get rapid traction, lasting credibility as leaders of the business will happen conversation by conversation.  It’s because of the need for steady, consistent, iterative and even repetitive messages that it’s so important to get our own sense of purpose in place.  This gives us the energy and authenticity to demonstrate that we genuinely do want to explore how HR can support the organisation’s performance.

    WHY?  What is YOUR purpose?

    This is the foundation of how we come across, all the time.  Beliefs underpin behaviours – if we don’t believe it, we can’t BE it.  We do need to BE truly interested in how the organisation works, and how humans drive performance.  Neuroscience proves that our ability to see through the surface to someone’s true beliefs has been underestimated, but is real and deep.  Our intuition tells us when someone’s true commitment is in place.  The popularity of ‘authentic leadership’ is evidence of this – we release the power within us when we believe what we’re saying.  This has been a key shift during my 20+ years of working with leaders – we now help leaders to access, and sometimes realign, their true motivations and desires and work with those, rather than put on a mask or emulate someone else’s idea of what great leadership looks like.  The book’ From Good to Great’ by Jim Collins is a good read on the importance of sincere and humble qualities.  Only when we are truly ourselves can we fully access our inner resources.

    What is the purpose of great HR?

    For the power of your own behaviours to be released, the answer to this question has to be your own.  Simon Sinek’s popular Ted Talk* on the WHY might help you to re-engage with yours. 

    This image, from an exhibition in Radstock Museum about the history of the Somerset Collieries, reminds us how far we’ve come.  At that time, in 1926, the owners were HR: the ultimate conflict of interests.  This tells a story about which we don’t know the details, but it speaks of a dispute the employers appear to have won.  Interests are more fairly balanced now, but therein lies the complexity.  However, if we’re clear about what we stand for, it emboldens us.

    Human Resources is important – to individuals and to the world.  As HR leaders and professionals, you affect the lives of every single working person across the globe.  You set standards of how people should be treated, you stand up for what’s right, and you push back against what’s wrong.  We’ve come so far and we face another revolution in the world of work.  Disruption of all kinds is destabilising many organisations: check out my article on AI and HR.

    Helping our organisations become even more successful in terms of profit and sustainability is the best way to empower positive human energy at work.  Some powerful examples are emerging of organisations releasing old concepts of structure and containment, and their employees are loving the freedom.  Our challenge is that, whatever our ambitions and vision, we don’t deliver them on our own – we achieve success through others.  Without business credibility, we restrict ourselves to the sidelines.

    I hope we’ve given you some ideas on how to leverage your own business insight and build your stature.  Please contact me with your comments; I’d love to hear from you about your own challenges, and successes.

    We’ve worked with leaders and managers in all functions for over 20 years so we understand the challenge of building productive relationships that deliver results.  There are some powerful techniques that we can help you to apply to your own challenges.  Call us if you’d like to discuss further.  Alternatively, go straight to our Self-evaluation Tool.  This can also be used as a 360-degree Feedback Tool for use by stakeholders.  Our Team Workshops bring your HR Team together to re-align and re-focus.

    *Here are the links for the sources that have helped in my research, and don’t forget our Resources page for more HR articles.

    Bersin Predictions 2018 Report

    HBR 2015 What Separates Great HR Leaders from The Rest?

    Deloitte Insights Report Artificial Intelligence and the Future of Work

    CIPD Strategic HRM Factsheet

    enable-hr infographic – Leverage HR Opportunities

    Simon Sinek Ted Talk on YouTube ‘How Great Leaders Inspire Action’

  • Technological change has been evolving for decades, and work has evolved continuously.  Artificial Intelligence, however, suddenly seems like a revolution.  The workplace could, or even should, change dramatically.  If you’re in HR you have a choice – play a leading role, or play catch up.  Before I researched this, I thought AI was being hyped up and would take time to feed through to the workplace and therefore to HR.  I was wrong.  This is the biggest opportunity for HR for decades, and we need to get on the bus, at the front.

    I want to share what I’ve learned about AI, the nature of the challenge, and the potential for HR:

    1. What is Artificial Intelligence?
    2. Why is it such a big thing right now?
    3. Why are people saying that it will change the nature of work itself?
    4. How could HR approach the challenge?

    1.  What is AI?

    People are using the term very broadly, and this is because AI itself evolves.  My thanks to *Jules Trocchi, Security Direction International for explaining the potential progression in his excellent presentation on AI:

    • AI ‘mimics simple human intelligence’, in logical steps, eg. ‘if that, then this’ rules, building into decision trees that simulate what humans would do (without the human cognitive bias that’s particularly tricky in HR)
    • ‘Machine learning’ enables computers to improve results by learning from experience; (eg. ‘my user does x when y happens, and this is a pattern I can follow’. I’ve recently heard the term ‘cobot’ – a worker’s computer gradually becomes their intelligent assistant.)
    • ‘Deep learning’ mimics the deep, multi-layered neural pathways of the human brain to process all types of data at the speed of light.

    2.  Why is it such a big thing right now?

    ‘Big data + processing power = new age for AI’. *Jules Trocchi.
    Data has hit critical mass.  So much data is stored in ‘the cloud’ that organisations have had to work out new ways of retrieving, structuring, analysing and using it.  The trend has been gathering pace for decades, however.  Some of us remember when a computer beat world chess champion Garry Kasparov; he responded very positively by writing a book ‘Where machine intelligence ends and human creativity begins.’  The potential has been around for a while, but the need and the technology have now coincided.  21st Century challenges of globalisation, customer interface, security challenges, etc., are now bringing to the fore the need for massive processing capabilities.  Clever organisations are also aware that this could enable human creativity to reach new heights, and leverage profitability and their competitive edge.

    3.  Why are people saying that it will change the nature of work itself?

    First, let’s understand the nature of the change and why it’s so dramatic.

    A basic principle driving the first industrial revolution was turning work into a process.  This involved breaking it into component parts; discrete activities that someone could learn, speed up, maintain a set standard, and then automate.  So, the principle here is linearity – work as a process.  Many of our traditional HR activities reflect this – job design, work flow, organisation structure, ‘line’ management.

    That’s the nub of the current work revolution.  It’s about centring work around the problem, and bringing to bear the relevant strengths of human and computer in their optimum ways.  In their *2017 report on AI, Deloitte pose the question: ‘What if work becomes ‘a collaborative problem-solving effort where humans define the problems, machines help find the solutions, and humans verify the acceptability of those solutions’?…..‘Might AI enable work itself to be reconstructed?’  Reconstructing work is clearly the remit of HR.  Every element of work design has complex implications, from legal to welfare.  Robert Bolton of KPMG raised the question of data ethics in a recent PM webinar – we’re gathering unimagined data on individual productivity, but how should we use it?

    4.  How could HR approach the challenge?

    AI is – rapidly, or slowly, depending on your sector – going to change the nature of work itself.  That’s clearly a call for HR to take the lead.  But, where do we start?  How do we work out what it means for our organisation?  How do we position HR so that we take this unique opportunity to be out in front?  Most organisations are focusing on HR systems and processes – but I believe this is just the first of 4 levels, or work streams:

    It’s exciting for HR that the implications of this are, at the same time, both organisational and individual.  Only HR have the reach to lead this evolution.

    AI will demand a new kind of conversation at every level.  If we continue to have the same kind of conversation, we continue to have the same outcomes.

     

    a.  REDESIGN HR – Leverage new technologies and reimagine roles

    A key theme here is becoming more customer-centric, extending the use of HR apps; from giving employees control of, and even responsibility for, their own data; through to being a hub for services such as health support and continuous feedback and assessment.  IT suppliers and global organisations are developing and trialling new approaches, and for this reason this seems to be one area where HR can get its own act together; still reaching out to key internal stakeholders, especially IT and senior leaders, but retaining relative control.  It’s likely that some elements of HR will be ripe for automation, and this gives HR the opportunity to raise our game and invest more time in building the kind of relationships between HR and the business that drive productivity improvements.  This could be our best ever opportunity to leave behind the work that drives us into the reactive cycle.

    b.  ENABLE INNOVATION – Facilitate new ways of working in discrete areas

    Here we shift our focus to outside our own function; ‘We’re moving from engagement to productivity’.  *Barry Flack, HR Tech expert.  This is the area that holds the maximum potential for adding value to the bottom line.  The outcome we want is to leverage the best contribution from human and machine, and only the people doing the work can truly work this out, with support.

    How about starting with a pilot?   Pick one client group, or even one team.  This way you can work through the opportunities, challenges and HR implications together with the line manager.  Then you can consolidate and share learning from that pilot, and move forward.  Start with one area of your organisation where you can see  a) potential for leveraging AI;  b) one of your best relationships;  c) strong sponsorship from the senior leader.  How could you collaborate with them to work out operational improvements while engaging employees?  Areas being talked about include knowledge transfer, and agile working with employees self-scheduling; but who knows what else could be imagined?  We need to get cleverer around the questions needed’.*Barry Flack.  Another post on this is coming soon.

    c.  LEAD CULTURE EVOLUTION – AI will accelerate cultural change

    HR must play a leading role in directing positive energies, and safeguarding values

    What kind of conversations are HR having with senior leaders about AI?  HR can be the enablers of the most dramatic shift in ways of working for decades.  Our role is to create the conditions for high performance.  Agility and flexibility are key themes here, as well as empowerment – enabling individuals and teams to make the most of technology locally.  This will demand new levels of courage, curiosity, ambition, and also tolerance and inclusion.  I’m sure strategic consultants will try to map out a target culture and a plan to achieve it; however, because of our inability to foresee where AI could take us, we may need to learn to trust our sense of direction rather than the satnav.

    d.  WATCH OUT – Help the organisation to manage the inevitable risks of exploring unknown territory

    It’s a jungle out there in cyber space, and our cautionary agenda will need to embrace the whole global world of technology, commerce and human behaviour.  Some commentators are predicting a downside of AI; opportunities to abuse and misuse, and employ for criminal purposes.  Their warnings remind me of trying to get the toothpaste back into the tube.   Arxiv* ask a fundamental question about the relative power of those exploiting AI: ‘What will be the equilibrium between attackers and defenders? ‘

    It is impossible to foresee where AI will lead.    We cannot anticipate the implications of AI, see how much will be good or bad, or control it.  One of HR’s most valued and profound responsibilities is to protect employees, as well as the business and its reputation.  HR needs to build into this evolution some kind of check points or risk appraisals to protect people and values.  Arxiv recommend that, in order to maintain some oversight, we  ‘actively seek to expand the range of stakeholders and domain experts involved in this challenge’.

    Only HR have the reach to lead this evolution

    In closing this summary piece, I repeat this key belief.  As always, the quality of the interaction between HR and the business will define the contribution HR can make.  This is our passion at enable-hr.

    Please share your thoughts on this, and your organisation’s perspective.  Have you started to tackle this yet?  Contact me so that I can collate the views of HR professionals, and share them with you all.  In the spirit of gathering trends for HR professionals we’re also offering individual practitioners the chance to complete the enable-hr Tool free of charge – I can send you a free link for that.

    We’ve worked with leaders and managers in all functions for over 20 years so we understand the complexity of challenges such as AI across the organisation.  There are some powerful techniques that we can help you to apply to your own challenges.  Call us if you’d like to discuss further.  Alternatively, go straight to our Self-evaluation Tool.  This can also be used as a 360-degree Feedback Tool for use by stakeholders.  Our Team Workshops bring your HR Team together to re-align and re-focus.

    *Here are the links for the sources that have helped in my research, and don’t forget our Resources page for more HR articles.

    Jules Trocchi, CEO Security Direction International

    Deloitte 2017 report – Artificial Intelligence and the Future of Work

    Arxiv report on Malicious Use of AI

    KPMG 2017 report The Industry 4.0 Revolution is here

    Deloitte report on Digital Maturity

    Barry Flack, HR Tech expert

    Michael Alf takes a more personal view of High Performance in a Digital Age

     

  • Transformation is a BIG word.  How could this possibly apply to the Human Resources function?  Especially if you’re applying the same expertise and your desk doesn’t move.  We can learn from some research by KPMG on HR transformations that don’t work:

    ‘The common characteristics for failure of HR initiatives were:
    organizations not changing roles or structure consistent with their transformation (85 percent),
    not identifying measures for success (90 percent) and
    having moderate to no change management capabilities (75 percent).’

    Reading between the lines there seems to be a theme – the plan wasn’t thought through to its implementation at the front line by the HR people themselves.  So, to what extent is this kind of change done to HR?  The complexity of HR tends to be continually under-estimated.  The human factor is far more sensitive than in the transformation of other functions.

    However, the data gives real insight.  Put more simply, organisations failed to pay attention to:

    • Changing how HR people operate
    • Being clear about what they’re trying to achieve
    • Developing the skills and behaviours that help HR to implement change and make it stick.

    Running throughout these is one red thread –  how HR people interact with the business.  This is what we researched – what does good interaction between HR and line managers look like?  What activities and behaviours lead to great HR outcomes?

    First, let’s look at what we mean by HR Transformation

    Transformation means a shift from model A to model B during a set period – ie. it will look, feel and perform quite differently and will deliver different outcomes.  On the other hand, change is more about moving from A to A+; ie. more effective but essentially the same.  Typical themes include organisations transforming HR from reactive to proactive, from ivory tower to customer-centric, and from expertise-led to business-led.  The need may come from a change in business strategy – if your whole organisation is making a major shift, then HR must too.  We’ve also spoken to many HR people who themselves want to achieve the transformation – they want to add greater value, enhance their reputation, get less hassle and more co-operation.

    What are the elements of HR Transformation?

    In an ideal world, HR strategy, organisation structure, operational processes and transactional systems would all be redesigned.  You’d have sufficient budget, leadership, co-operation, IT support, time and resources to tackle all of these at the same time.    This is where the big consultancies come in, to orchestrate the multiple elements of a strategic change programme.  The research above, however, shows that the full involvement of HR is often left out.  Had the HR people been involved early, and fully engaged and supported, those three failures would have been rectified.

    Transformation in the real world

    The plan for a transformation can look like a game of chess when you’re sitting in the boardroom.  You can see where the pieces are, and where they could move to.  However, the world doesn’t stand still for long enough for this kind of plan to be sufficient.  Real life tends to be much more messy and unco-ordinated, with everyone too busy rushing around with business-as-usual.  This is another feature of HR that’s often underestimated – the relentless demands.  It’s hard to pay sufficient attention to ensuring that radical change takes place when you’re stuck in the reactive cycle that you’re trying to get out of.

    How successful is this kind of redesign anyway?  Research shows that the results are disappointing.  For example, a popular approach for many years has been the Business Partner model advocated by Dave Ulrich.  It makes so much sense – HR practitioners working closely with their client groups rather than from their ivory tower.  However, Ulrich himself tells us that this has failed to achieve its potential, and is clear that this is because it’s the relationship between HR and the business that needs to change.

    It isn’t about structure.  It’s about behaviour.

    Let’s take a closer look at this example.  Re-structuring HR into Business Partners works well on paper.  It’s easy to see how the the organisation chart changes – we move HR roles from the HR function into ‘client’ departments.  Their HR budgets may also move with them, and ideally HR and the line would plan activities together.  Experience shows, however, that it can be even harder for HR practitioners to become ‘transformational’ in that structure.  Without the right behavioural strategies they can be pulled into a reactive cycle that’s frustrating and damaging to HR’s reputation.  It’s exhausting and demoralising, especially if their HR leaders and colleagues are all resigned to the same spiral.

    Transformational Intent

    So, let’s look at ‘transformational’ in a different way.  What if it were about transforming attitude and behaviour?  You’d have to change it on both sides, ie. within HR as well as with colleagues ‘in the business’ in order for it to achieve real change.  We know, however, that we can’t change the behaviour of others, only our own.  This is why Intent is so important.

    What do you want the impact of a particular interaction to be?  To reinforce your current way of operating, or to lead into a new way of being?

    Short-term v long-term dynamic – this is often the nub of the choices you are making from day to day.  The pressure is most often to do the most expedient thing.  Get the job done, get the tick in the box, get them off your back, move onto the next thing.  But this is transactional – ie. it moves nothing forward.  There are many occasions when this is the most efficient thing to do.

    However, you will sometimes recognise, or be able to create, an opportunity to do, or say, something that will take you forward into a different place.

    Transformation can happen conversation by conversation

    This is the opportunity that exists for everyone.  Most of us don’t operate within a well-orchestrated, cohesive strategic change programme.  We can, however, decide upon our own Intent.  For example, ‘I want to transform my relationship with this manager.’  If we decide upon this is an HR function or an HR team, it becomes even more powerful: ‘we will transform the way we interact with the business’.  If everyone in HR is having a new kind of conversation with their line counterparts, they will soon start to feel some traction.

    Intent drives behaviour.  It takes courage and determination, and skill too.

    HR can lead their own transformation

    Once you’ve decided, together, that you want to make a transformational shift, you can begin to work through all the implications.  For example:

    • How do we make sure we understand the business realities and challenges and how we should respond?
    • How can we be seen to understand the business and be seen to respond effectively?

    For each organisation the steps required will be different, but you can work them through together.  Then you can use techniques like Advocacy and Inquiry to help you have the right kind of conversation – watch out for a future blog on this.

    A structure for transformation in HR

    We designed enable-hr to provide a framework of the behaviours and activities that underpin success in HR.  Explore our 7 Enablers below – there’s a short read and a longer read in each one, with some questions that you might find useful to your own situation.

    From our own experience in HR, we understand the complexities and all the different angles involved in the HR role.  We’ve also worked with leaders and managers in all functions for over 20 years so we understand the other side too.  There are some powerful techniques that we can help you to apply to your own challenges.  Call us if you’d like to discuss further.  Alternatively, go straight to our Self-evaluation Tool.  This can also be used as a 360-degree Feedback Tool for use by stakeholders.  Our Team Workshops bring your HR Team together to re-align and re-focus.

  • It’s always been tough to measure HR’s contribution to business results.  One real challenge is that we’re not in total control of whether our efforts succeed or fail.  In everything we do, we are partners with leaders and line managers.  While HR activities can affect every single employee, they do not report to us from day to day.  There are some accepted people measures, such as engagement and retention, and there’s no doubt that HR are a driving force in these areas.  However, it’s readily recognised that the responsibility for actually improving these numbers is shared.

    ROI on HR activities

     There are two dilemmas, when we want to work out the Return on Investment on the HR budget.

    • First, that the effectiveness and performance of employees is difficult to measure anyway because many of the measures are ‘soft’. For example, the level of trust they feel they have with their manager, or how much recognition they receive, are subjective yet are accepted as key enablers of engagement.
    • Second, it’s extremely difficult to distinguish the contribution made by HR to that. We design and offer best practice routines and standards, and develop managers’ skills to use them, but we all know that there’s still a lot that can go wrong.

    HR Analytics are only part of the picture

     This is why getting meaningful HR data is so difficult, as acknowledged by the CIPD in their 2018 Factsheet; ‘the profession should view data and analytics as an emergent HR capability, and one that requires further investment, in terms of both capability and research.’

    Measuring HR’s relationship with the business

    What if we were to look at it another way?  Any financial investment will reap greater rewards when it responds to the actual needs of the business, in the most appropriate way possible.  So – why not measure the quality of the interaction between HR and the business?  Everyone agrees that’s a key driver.  That’s what we do at enable-hr – develop the alignment of HR to the business.

    How do HR identify where to focus, and how to make investments pay?

    In our analysis of many research papers, and from working with HR practitioners, we’ve seen some themes repeated time and again.  We have distilled these into 7 Enablers – they’re the activities and behaviours that CEO’s and HR influencers are looking for.  These are quantifiable – either you do them, or you don’t.  Arguably even more important is whether you are seen to be doing them.

    An opportunity for a review of your HR activities, in collaboration with your stakeholders

    Our framework helps you to structure your thinking, and then your planning, about how to deliver what the business needs.  For example, working from the strategic to the personal, it can help you to:

    • have the conversation with your senior leaders about what they want from you
    • learn how to get plugged into key decision-making cycles and meetings
    • explore with line and functional managers how to partner effectively with them
    • raise your game as an HR team and get more deeply aligned
    • put together your own Personal Development Plan as an HR professional.

    For more information, please explore our website at www.enable-hr.com, or call me, Deborah Wilkes, on 07766 564537.  We’re passionate about improving HR, both for the business and for hardworking HR people.  We offer HR workshops, and expert HR coaching.  We like to start with a free consultation, so that we can begin to understand what you’d like to achieve.

    Ever wondered what people really mean by HR Transformation?  Look out for our next blog.