You may not agree with it, after all, HR has many stakeholders, however, in order to achieve anything HR has to get business leaders on board.
You may consider that your employees are the most important stakeholders – after all, HR’s core raison d’etre is talent. Yet the only route to delivering successful work for their benefit – e.g. wellbeing, DEI, skilled management – is to make a business case to budget holders.
As Dave Ulrich said in his recent article about inflection points for HR, we have to ‘Share accountability with business and HR leaders’.
Getting business leaders to fully accept their share of accountability for talent – performance, retention and growth – can be a challenging part of HR’s work. When accountability is shared, you really can deliver powerful outcomes.
This can require a shift in mindset from HR too. In order to build credibility and influence, HR has to be seen to do what the business actually needs, rather than what HR thinks it needs. Business leaders have to understand the links – to understand exactly HOW management development, for example, relates to the numbers they care about.
The mindset of deciding to become business-led is the first step. Then, how do you work out how the business sees HR’s priorities? The graphic sets out a logical process for engaging and involving business leaders, and other stakeholders, in working out how best to deploy HR’s precious resources.
The payback is that HR does, ultimately, get to do the things they know matter, once they’ve scored a few goals for the business.
You may not agree with it, after all, HR has many stakeholders, however, in order to achieve anything HR has to get business leaders on board.
You may consider that your employees are the most important stakeholders – after all, HR’s core raison d’etre is talent. Yet the only route to delivering successful work for their benefit – e.g. wellbeing, DEI, skilled management – is to make a business case to budget holders.
As Dave Ulrich said in his recent article about inflection points for HR, we have to ‘Share accountability with business and HR leaders’.
Getting business leaders to fully accept their share of accountability for talent – performance, retention and growth – can be a challenging part of HR’s work. When accountability is shared, you really can deliver powerful outcomes.
This can require a shift in mindset from HR too. In order to build credibility and influence, HR has to be seen to do what the business actually needs, rather than what HR thinks it needs. Business leaders have to understand the links – to understand exactly HOW management development, for example, relates to the numbers they care about.
The mindset of deciding to become business-led is the first step. Then, how do you work out how the business sees HR’s priorities? The graphic sets out a logical process for engaging and involving business leaders, and other stakeholders, in working out how best to deploy HR’s precious resources.
The payback is that HR does, ultimately, get to do the things they know matter, once they’ve scored a few goals for the business.