HR leadership development delivers stronger people capabilities and therefore business results.
Organisations that invest in their talented HR leaders through leadership development will not only achieve impressive results but also inspire and retain a cadre of talent who will build resilience as well as performance.
Leaders in all functions are responsible for performance, and their partnership with HR is pivotal in the organisation getting the best from their people. Strategic alignment with business goals is therefore vital for today’s HR leaders – organisations get the best results when their leaders are all on the same page and striving for the same outcomes.
Historically there has been a tendency for HR to operate in a silo, to be seen as a support function, and therefore to be left out of strategic decision-making. Many HR leaders are still fighting against this legacy, and we understand the varying levels of HR maturity that exist in different organisations. The four levels within this arrow help us to explore with our participants how they spend their time:
Our research into How to get HR to the Next Level demonstrates our deep understanding of the real-life challenges faced by HR leaders as they strive to raise the level at which they operate. This is why the tools and concepts that we have developed are so practical and relevant.
Core to all our development programs is business understanding – everyone in HR must be a business ally as well as a trusted partner. Whether in the public or private sector, it is the front line performance that delivers results and the HR leader must understand the drivers of success and build productive partnerships with the leaders who are accountable for delivering those results.
There are many aspects that enable these partnerships, including the HR leader’s ability to create a vision of effective culture and behaviour, to influence and collaborate and to use impactful data. We work with clients to develop leaders who create the conditions for people to thrive as well as perform, therefore getting the best from their teams.
Leading in HR presents its own challenges (see below), and our specialist programs provide uniquely relevant tools and concepts. Our HR leadership development programs recognise that leading within an HR function in today’s organisations involves complexity and difficult dilemmas.
Our HR leadership development programs bring leaders together to expose and explore their challenges, and develop capabilities and confidence to tackle those, as well as sharing good practice. The virtual blended learning programs provide practical and relevant leadership development, which follows a learning journey that works with real-life challenges and relates learning to practical outcomes.
Our expert coaches and facilitators build perspective and help leaders to build a strong sense of self. This enables them to raise their game – to build stronger alignment, competence, and confidence to tackle business challenges and stakeholder relationships.
The world of work has changed radically – what does this mean for HR leadership?
These are exciting times for HR. Momentous events – the pandemic and AI to name just two – have forced every organisation to take a fresh look at how they relate to, engage with, build trust with and value their employees.
The ground has shifted like never before, and so has the power within the employee-employer relationship. The employee is now in a much stronger position and, when you combine this with the multi-generational workforce, remote working and tech developments, it’s never been easier for employees to leave for a better offer.
Remote working, for example, has had a major impact on how organisations need to look at their pool of potential recruits – how this has blown open the competitive nature of recruitment, and therefore also how it impacts on retention.
This changed world presents both opportunities and challenges for HR leaders. They need to feel both capable and confident to take advantage of this new landscape – to create fresh approaches that respond to business needs as well as the employee context. It makes good business sense in this climate to put the people agenda at the centre of business strategy, but in many organisations this is not the case.
It is now possible to quantify the impact of an effective HR function and also of strong HR leadership. Because we also specialise in People Analytics we are well placed to educate and inspire participants to gather and use data with impactful storytelling.
There has never been a better time for HR leaders to grasp greater influence and drive the people agenda in a way that creates value for the organisation. The nature and scale of recent changes creates the opportunity to transform the HR function into strategic partners in achieving business success.
How do HR leaders transform the HR function?
Many HR leaders are making major changes within their function – e.g. in how their HR team is structured, in how HR is delivered and in the quality of relationships with stakeholders. HR has to deliver operational efficiency as well as get closer to the business. We support HR leaders in many ways, e.g. to build a new HR strategy and operating model. This can take the form of executive coaching with expert input, facilitation or development programs.
Our Strategic Roadmap is a powerful tool to engage all appropriate stakeholders in determining HR priorities. Another key element may be upskilling their HRBPs.
A key factor in achieving HR transformation is the quality of its leadership. We work with HR leadership teams to build alignment with business strategy and priorities, and unite them around new purpose and ways of working – e.g. how to partner more strategically and lead their team to build strong partnerships at every level.
We then design and run HR team workshops to bring the whole team together and work out how to prioritise their activities, collaborate and deliver what all their stakeholders need.
What’s special about HR leadership?
The most complex challenge is that HR achieves results through others. The HR expert can develop an elegant solution that’s excellent technically (e.g. a new reward approach, or a new performance management system) but it will go nowhere unless it’s embraced by line leaders and managers.
Another aspect of this indirect relationship with employees is the question of who’s held accountable – e.g. for the number of leavers or for absence levels. This is where skilled business partnering is vital – from the top down.
Effective HR leaders need a rich mix of skills, and in particular it’s their need to demonstrate business acumen and influencing skills that is coming to the forefront now. They need to fully understand their organisation and what drives success, and relate HR’s activities to that.
Our development programs for HR leaders cater for particular challenges, e.g. Strategic Influencing or Building a business-led HR Strategy, or take participants through a comprehensive modular program that is tailored to the organisation and its business priorities.
The particular challenges of leading in HR
| Complexity of demands:
• Affects every single employee • Business requires fast responses • HR expected to ‘own’ values and integrity • Good HR relies on mutual respect • It’s strategic as well as tactical • Daily demands are relentless • Demands come from every direction • Confidentiality, both tactical and strategic • Like any function, HR has to deliver ROI |
Extra difficult because:
• Everything has wide implications • Long-term considerations are key in HR • HR can’t be seen as political • It’s easy to knock HR • It’s easy to get into a reactive spiral • It’s unpredictable • HR has to be seen as responsive, and fair • Can’t share the full picture • HR can’t deliver ROI alone, eg. without the line |
AI as an example of the complexity and power of HR leadership
The HR function has to have oversight of the whole organisation, in order to maintain (or enable others to maintain) consistency in fairness, integrity, standards of performance, etc., across different divisions, groups or teams. HR have to hold together the strands of how the organisation wants employees to work and behave.
AI gives us an excellent example of how HR needs to have impact at different levels – from understanding the implications for its own function, through to taking a ‘world’ view of how it could play out in the future for the whole workforce:
- Local
Leverage new technologies in the interests of HR’s own function eg. from record-keeping processes to optimising tools for customer-centricity to engage with employees; - Operational
Collaborate with client groups to facilitate new ways of working in particular areas that will optimise AI, and create a talent pipeline for critical new skills; - Organisational
Play a leading role in the cultural changes which AI may precipitate, e.g. building greater flexibility in acquiring new skills and also flexibility in attitudes; - ‘Out there’
Help the organisation to anticipate and manage the risks involved in AI both for individual employees and also the wider organisation – e.g. ethics, privacy, talent management, recruitment pipeline, and much more.
The rapid changes brought by AI offer us an excellent example of a situation where HR leaders can make a critical choice – whether to lead, or to follow.
The stature and reputation of HR varies considerably in different organisations, and this is a core challenge that we tackle in our development programs for HR leaders.
Is leadership development a top priority for your organisation in 2024?
How to build HR Maturity
It’s all about the quality of the conversation between HR and the business.
‘HR is only as valuable as the CEO’s maturity level – and vice versa’ Paul Kearns.
- In the top left quadrant the CEO is frustrated by immature HR failing to replace best with high value, evidence-based, professionalism.
- In the bottom right quadrant it is the CEO who is immature – blocking mature HR thinking and practice – resulting in the same, low value.
- In the bottom left quadrant, immature CEOs attract CHROs who are complicit in not pursuing high value, human capital policies and practices.
- The only high value box is top right – total understanding between a mature CEO and mature CHRO, producing effective human governance and high value utilisation of all human capital.
This model, by Paul Kearns of the Maturity Institute, captures a core challenge faced by many HR leaders – many CEOs don’t truly appreciate the value of their people. On paper, they know that people are their largest cost. However, they do not fully understand the relationships between how people are led and managed on the profitability and growth of their organisation.
Many CEOs are appointed from roles in sales or finance, and are targeted on financial results. They want to see results quickly, and many HR interventions take time to play out into business success. The time dynamic between short-term results and long-term improvements is a constant challenge for HR leaders. Many CEOs want their HR Director to solve their problems for them rather than challenge their leadership and its impact on culture.
Strong HR leaders take on the role of coaches and advocates for good leadership across the business.
The role of HR in building strong Leadership in today’s Organisations
People are the cornerstone of organisational success, and that’s why it’s so important for the HR leader to be at the heart of decision-making. As mentioned earlier, it’s the effectiveness of the partnership between HR and line leaders that delivers results. When they understand and trust each other and have open and robust discussions, they are able to solve complex problems and improve performance together.
In the current global business climate, the role of an HR leader has transcended traditional boundaries, demanding a blend of business understanding, adaptability, strategic thinking, and emotional intelligence.
The evolution of leadership generally has been marked by a shift from authoritative styles to more collaborative and inclusive approaches. HR leaders have worked hard to achieve this, and want to do more to build leadership maturity.
Enable-HR recognises these challenges and focuses on developing HR leaders who are not only adept at managing change but also at driving innovation and fostering inclusive work environments.
Learn more about Business and HR Leadership Development.
Enable-HR’s Leadership Program Overview
Enable-HR’s leadership programs stand out for their relevance to today’s challenges, their comprehensive approach and customisation. These programs are not one-size-fits-all; instead, they are tailored to meet the unique needs of each organisation and its cultural context. We bring our research and our unique tools and concepts, and relate these to participants’ needs.
In order to get the ball rolling, we are happy to deliver a complimentary taster session for your HR leaders.
From emerging HR leaders to seasoned HR executives, Enable-HR offers a range of modules covering various aspects of HR leadership. The methodology encompasses a blend of practical workshops, mentoring, and digital learning, ensuring a holistic development experience:
- Continuous focus on business realities as context for HR leadership
- Expert HR coaches, facilitators and mentors: accomplished leaders
- A number of dynamic virtual workshops and coaching sessions; project support
- Unique HR development framework (endorsed by Dave Ulrich) with self & 360 evaluation
- Flexible, stimulating, inspiring – constant support & challenge
Core components of our HR Leadership Programs
For business leaders who happen to be in HR. A unique programme for experienced HR leaders who want to deepen their learning, expand their skills and build their confidence. We recognise the particular challenges faced by leaders in HR and help them build the capabilities that differentiate great HR leaders – of people, business and culture.
Examples of options
2-module over 2 months
10-module over 10 months
Designed and delivered by experts: Track record in HR as well as in leadership development: many years working in and with HR, both in corporate life and consulting
Dynamic virtual classroom sessions: Our facilitation creates an experience that’s experiential, interactive and practical
Peer support groups: Share and debate experience and issues with other HR leaders who will share your journey
Deliver projects in real time alongside the programme with support from coaches and peers
Outcomes: Influential, credible, business-savvy leaders who drive a powerful people agenda in trusting partnerships with all stakeholders
Clear development framework: Learning and development structured around researched framework of 7 HR Enablers endorsed by Dave Ulrich: modules, 360 feedback and coaching
Working out what you want to achieve with your investment in your HR leaders: We know how HR can build strategic purpose and value-adding partnerships that drive business success and boost HR’s credibility, influence and reputation, and we work with you to make it happen:
- Understand where you are as an organisation and what you need from your HR function and people
- Evaluate the capabilities of your HR function and people to deliver – viewed by different stakeholders
- Design effective interventions that make change happen and stick based on actual needs
- Deliver development solutions, coaching, and facilitation
- Consolidate your investment – follow up, evaluate, reinforce and embed
These components are brought to life through real-world case studies and interactive sessions. For instance, a module on emotional intelligence might include a workshop where leaders work through complex, emotionally charged scenarios, reflecting on their responses and learning from peers. Alternatively, you may wish to ensure that participants tackle a particular challenge, e.g. collaborate with line leaders to develop a business-led HR strategy.
How to ensure your 2024 HR priorities are business-led
Measuring the impact of HR leadership development
Enable-HR employs a rigorous approach to measure the effectiveness of its leadership programs. This includes pre- and post-program assessments, feedback sessions, and performance metrics aligned with organisational objectives. The long-term impact is evident not just in enhanced leadership skills but also in improved team performance, increased employee engagement, and more significant innovation within organisations.
In order to ensure that we deliver the desired outcomes, we clarify these up front and agree how they will be measured.
Because we have our own people analytics platform, we are able to use this online functionality, including 360 feedback if required, to gather feedback on the program and on the changes achieved by participants.
Find out more about how our employee surveys work
Why choose Enable-HR for HR leadership development
Our deep understanding of HR and its potential to create value for organisations sets us apart from others.
Our HR Profiling System provides evaluation for self, 360, team and whole HR function, on a system that is interactive with online resources. The Seven Enablers offer a researched framework for this evaluation which is endorsed by Dave Ulrich. If required, this System can be adapted to use an organisation’s own HR competencies.
We have developed a unique set of tools, concepts and models that are relevant and practical – they enable participants to open up their thinking about challenges, and to find a realistic way forward.
Our international team of consultants demonstrates the depth of our experience and understanding of HR and business, of learning and development, and of leadership and management. All have a track record of leading in business and HR, and in business partnering.
There’s a rich mix of backgrounds and expertise in the team, and what brings us together is a passion for enabling people to fulfil their potential.
Book Your Leadership Development Program
Some examples of our programs
We offer a wide range of targeted programs in addition to the comprehensive modular programs above. Our blended learning programs are tailored to your organisation’s needs, or run as open events, including:
Our Leading Performance Together program recognises that the accountability for performance is shared between HR and business leaders/managers. It tackles unclear expectations and accountabilities, and addresses the tensions that can exist between HR and business leaders/managers in order to create a powerful leadership partnership.
A powerful leadership partnership between HR and business leaders results in
improved engagement, performance, productivity and therefore profit.
We achieve this by bringing HR and business leaders from the organisation together to explore and agree how together they can create the conditions for their people to perform at their best. Our Seven Enablers provide a structure for self-evaluation and 360 feedback as well as for learning about effective partnering. As a result of building clarity and alignment, HR can spend their time on more value-adding activities which benefit the organisation.
Find out more about our Leading Performance Together program
Leading HR Transformation
Depending on the rationale for transformation, and on the size of the organisation and HR function, this can be facilitated developmental discussions for an HR leadership team, or a tailored development program. We help clients to think through the context, implications, factors involved in success and also the risks, and to engage with stakeholders to make sure the project succeeds.
We created our Business+HR Strategic Roadmap to involve key stakeholders in building alignment so that HR’s activities can become business-led, credible, valued and respected. The outcome is a powerful people agenda that is fully embraced by business leaders and actively supported, and therefore drives profitability as well as culture.
Contact us to find out more about our Leading HR Transformation program.
Leading Agile HR
This program has been designed to address a critical challenge for HR: how to ensure HR is able to support the business quickly, responsively and with people at the centre of all progress. Our modular blended learning program – ‘How to lead an Agile HR team‘ – involves cultural change within HR as well as tools and processes, and opens up huge opportunities for cross-cultural collaboration. Participants explore the purpose and potential of Agile and the benefits to HR and the wider organisation. We help them to anticipate, manage and optimise the wider implications – the culture and leadership of the HR team. We also get practical and enable them to use the structure and tools of Agile and successfully lead Agile projects.
We tackle 3 core elements to build an Agile mindset, toolkit and environment:
- To understand the purpose and potential of Agile and the benefits to HR and the wider organisation
- To anticipate, manage and optimise the wider implications – the culture and leadership of the HR team
- To understand and be able to use the structure and tools of Agile and successfully lead Agile projects.
Find out more about our Leading Agile HR program
Strategic Business Partnering
CEOs want HR to be orchestrators of the people aspects of the business strategy and therefore expect HR to be contextually grounded and understand what drives business success. Then they can relate HR’s work to that and prove HR’s value. Business projects are built into the flow of learning, so that participants start with business priorities and learn how to align the people agenda, to pitch for talent investments and use numbers to prove the ROI of HR activities. This program enables HR leaders to build stature and influence so that they engage successfully at the strategic level and speak in the language of the business. Becoming a trusted partner and sounding board also depends upon deepening relationships with key stakeholders, and this is a vital parallel thread.
Watch our recent webinar ‘What is strategic business partnering – how do we ensure it delivers value’
Building a Business-led HR Strategy
In order to align HR’s activities to business priorities, HR has to turn its traditional approach upside down. Its success depends upon having business-driven conversations with senior stakeholders, and being able to prove how HR’s work responds to, and helps to achieve, business priorities.
We help participants to deepen their business acumen, build more productive strategic relationships with senior stakeholders, and align and market HR’s strategic priorities in a way that wins support from business leaders.
Find out more about our ‘How to build a business-led HR strategy‘ workshop
Executive Coaching for HR Leaders
Research has shown that one-to-one coaching is the most cost-effective form of development – because it is completely targeted on the client and their needs. The coachee brings to the conversation the issues they want to work on, and this has real impact because they can implement their learning immediately and in the flow of work. Our coaches also bring HR expertise and real-life experience as HR leaders, and therefore are able to offer suggestions when appropriate, and act as senior HR mentors as well as expert HR coaches.
An Introduction to the Seven Enablers for HR
Enable-HR’s research has pinpointed Seven Enablers as key drivers of HR excellence. These Enablers apply to the HR function as a whole, to HR teams, to individual HR professionals, and to business partnerships across all functions.
Our investigation into business expectations of HR has led to a clear identification of the specific activities and behaviours that foster effective relationships and successful outcomes. Enable-HR offers a framework to assess, understand, and optimise HR operations, enhancing alignment, development, and motivation among HR personnel.
Learn more about the Seven Enablers
The Seven Enablers at a glance
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Perspective |
Perspective highlights the crucial role of HR in using strategic engagement and data to influence business decisions. It advocates for the balance between leveraging high-quality information and building effective relationships to present persuasive arguments. HR leaders have transformative impact when they successfully promote the people agenda and establish themselves as strategic partners within the organisation. |
Connection |
Productive connections are they key to becoming a central participant in crucial meetings and discussions, trusted with sensitive information and backed by colleagues whether you are present or not. You establish strong, honest relationships with key stakeholders, facilitating meaningful dialogue that drives collaboration and commitment to achieving shared objectives. As a credible influencer, people actively seek your guidance to help them meet their goals. |
Balance |
HR must constantly balance a myriad of interests, as inherent tensions in their role often turn it into a complex minefield, such as managing short-term business demands while upholding long-term organisational values and ethics. They maintain integrity and trust by aligning their actions and advice with personal and organisational values, ensuring both the immediate and prolonged interests of the company and its culture are safeguarded. Additionally, HR effectively anticipates and manages conflicts among stakeholder needs, making decisions that respect all parties within a robust and ethical policy framework that benefits both the business and its employees. |
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Focus |
Focus in HR entails directing energy and resources toward activities that maximise business success, maintaining a strategic perspective to avoid suboptimal routines, and ensuring alignment with long-term business strategies. HR demonstrates its value by linking activities directly to business outcomes, making informed decisions based on commercial insights, and strategically allocating the HR budget to areas with the highest return on investment. By understanding commercial priorities, speaking the stakeholders’ language, and educating others on performance drivers like engagement and retention, HR secures a strategic position at the decision-making table, crafting tailored and impactful strategies. |
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Push |
Push in HR embodies the energy and commitment required to achieve goals and uphold integrity, marking those who are not only ‘credible activists’ but also demonstrate resilience and emotional intelligence. It involves building a strong foundation that supports the ability to advocate effectively and persistently for continuous improvement and leadership in organisational change. Such HR professionals are recognised for their ability to innovate, drive forward with determination, and maintain credibility and leadership even when faced with challenges. |
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Rigour
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Rigour in HR entails managing the department’s budget efficiently and proving its value through credible ROI metrics, ensuring all services and projects are delivered smoothly, accurately, and on time. It involves continuously refining operations, contributing actively to organisational governance, and maintaining high standards in compliance with laws and policies. Despite these constraints, HR rigorously focuses on areas that enhance business performance and growth, balancing the dual demands of maintaining operational excellence and driving strategic initiatives. Rigour also includes pushing through to full implementation. |
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Reputation
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Reputation in HR functions as both a prerequisite and a result, necessitating continual reflection on how actions influence perception within the organisation. By actively participating in key meetings and advising with a focus on how decisions reflect on HR’s credibility and linkage to good practices, HR professionals ensure they are seen as strategic, commercially insightful partners who positively affect business operations and employee engagement. This strategic involvement not only secures HR’s influential seat at the table but also enhances the organisation’s reputation as a commendable employer, balancing integrity with effective self-promotion. |
Offering your business future a strategic investment
The leadership programs offered by Enable-HR represent a strategic investment in the future of any organisation. By focusing on key areas such as business acumen, emotional intelligence, strategic thinking, and collaboration, these programs prepare leaders to not only meet the challenges of today but also to shape the future. As the corporate world continues to evolve, the role of visionary and adaptable HR leaders becomes increasingly vital. Enable-HR is at the forefront of empowering these leaders, paving the way for a more dynamic and successful global business environment that values and nurtures talent.
The role of the HR leader is now bigger and more influential
Leadership programs FAQs
What types of development programs does Enable-HR offer for HR leaders?
We offer blended programs and find that clients most often prefer these to be virtual. We have learned how to get the best impact from modular, multi-media programs in a way that keeps participants engaged and fully supported as they progress through their learning journey.
We also run in-house, face-to-face programs, conferences and events.
We ensure that our programs for HR leaders have high levels of relevance and impact. Because we work constantly with HR leaders, we understand the challenges and are able to provide valuable tools and concepts that are uniquely tailored to HR.
We understand the complexity of leading in HR – leading the HR function as well as providing leadership to the whole organisation in relation to culture, values and the performance of people.
We always keep up-to-date with thought-leadership and research, and are able to bring latest ideas and thinking into our development programs.
We can include sessions with experts in our consultant team, and wider CHRO network, who are able to provide particular expertise where relevant, e.g. the future world of work, strategic manpower planning, engagement or HR strategy.
Features of our blended learning programs
Who is eligible to participate in Enable-HR’s leadership programs?
Our leadership programs are intended for HR leaders at various levels within an organisation – in HR role titles can vary immensely, so we explore with clients what’s happening in their particular context and what’s required. We work with clients to ensure that we understand participants’ existing capabilities and potential, and design sessions that will relate to their situation.
Our webinars cover a wide range of topics and are pitched at different levels (e.g. HRBPs or CHROs). We explore topical subjects and thought leadership, and make it practical and relevant.
Our workshops and tailored in-house learning programs are designed for the particular HR leaders and organisation to ensure that they will create value for the organisation as well as the participants.
How long do the HR leadership programs typically last?
The duration of our leadership programs varies depending on the specific curriculum and level of depth. Programs can range from afternoon courses to year-long engagements that include multiple modules, ongoing coaching, and project work. Detailed timelines are provided for each program upon acceptance.
Can the programs be customised to specific organisational needs?
Yes, Enable-HR offers customisation options for all leadership programs. We work closely with organisations to align the content, style and focus with their strategic goals and leadership competencies. This customisation can include the development of specific case studies, the inclusion of company-specific projects, and the adaptation of program schedules to meet organisational timelines.
We build into every program assignments that enable the learner to relate the material to their own context and challenges. In addition, we create opportunities to include leaders from other functions, as senior as possible, to create strategic clarity and opportunities for open and informal dialogue.
Business acumen is always a key part of our programs, and therefore it is vital that we bring into the program those who have expertise in core areas, e.g. finance and marketing.
What outcomes can participants expect from completing the leadership programs?
Participants can expect to gain enhanced leadership skills related in particular to HR, including strategic thinking, effective communication, and the ability to drive organisational change. Additionally, our programs focus on building networks among leaders, fostering a culture of continuous learning, and preparing leaders to effectively manage and inspire their teams. Post-program assessments and follow-ups help ensure that learning translates into meaningful organisational impact.
We also run a roundtable for senior HR leaders to maintain this networking. To find out more, contact Deborah Wilkes.
Get in Touch with Enable-HR International
For additional insights into HR and leadership development, we invite you to sign up for our newsletter, follow our blog page or get in contact with our helpful team.
Contact us
Phone: 0208 720 7097
Email: info@enable-hr.com
If you are interested in learning more about our co-founder, Deborah Wilkes, or learning more about Empowering HR, we invite you to purchase Deborah’s book, which is endorsed by Dave Ulrich.
