‘HR is only as valuable as the CEO’s maturity level – and vice versa’; Paul Kearns. This ‘maturity’ is a challenging concept. It’s about the integrity and depth of the conversations that take place between HR and business leaders.
Understanding and respect between HR and the business have to start at the top.
If it isn’t there, the whole HR function is disempowered.
This research by the Maturity Institute has never been more important than right now. Organisations are rethinking their business models at the same time as their work models. Not aligning, or even blending, these workstreams makes no sense.
It’s the word ‘maturity’ that’s challenging, but effective. In this context, ‘mature’ means deep rather than superficial; open rather than grudging; and measured rather than impatient.
It means, on both sides, investing in learning about the fundamental drivers of success in a business. It’s about sustainable performance, and admitting to some of the short-term pressures that undermine success, such as the quarter-end sales rush.
Which of these four scenarios applies to your organisation?
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My book ‘Empowering HR’ is on Amazon.
