How do you build a responsive HR function with a reduced budget?

‘The CEO has asked me to cut our costs by ten percent,’ said a CHRO to me last week.

‘Why?’ I asked.

‘Every function is being asked to do the same’, he said, ‘it isn’t just us’. So he hadn’t pushed back against the request.

The CHRO knows that his function is already under-resourced, under-valued and could deliver far more value. Therefore, the CEO can be forgiven for failing to see HR’s potential. The CHRO has lost sight of it himself, he’s caught in catch-up mode and it’s hard to build a vision let alone get it across when he hasn’t established a strong voice on the top team. It’s a vicious cycle.

But it isn’t good for the organisation. Failing to invest in the HR function is a false economy, high risk, lacking in foresight and leads to leadership immaturity.

How do you build an HR function that can respond to today’s needs from such a low start point?

We’ve learned that the first step is to support the CHRO in repositioning the function with the CEO.

CEOs need numbers. We help you to build the data, establish the ROI of HR’s work, and work out HR’s priorities. At the same time, we build the strength of your HR leaders and get the whole HR team lined up behind what the business actually needs, rather than what HR thinks it needs.

Has your organisation got the HR function it needs? If not, you have the opportunity to build the business case for a function to be proud of and I’d love to help you with that. If this resonates with you please contact us for a no obligation chat.