As an HR leader, what role do you want to play in your organisation’s AI journey?
Clearly, you’ll be looking at how to leverage AI in your own HR processes. Then there’s the design of work, moving from roles to skills, and a myriad of other topics that can be overwhelming.
These are the technical aspects. We call this Step Two.
This gives me an opportunity to clarify what we mean by Step One (where we specialise) and Step Two.
Step One is about how you partner, and how you facilitate your stakeholders’ thinking about what’s most important. That’s how HR builds its credibility, influence and impact – you end up focusing HR’s precious resources on the right activities.
It’s about making sure that you’re in the room when leaders are thinking, so that you can help them. As a CPO said to me, ‘I knew I was making real progress when the CEO asked for my help to think through a business issue, not a people issue.’
In HR we know that every business issue is also a people issue, but that can come later. First, we can help everyone to build clarity about the priorities, the context, the factors that need to be considered. Then apply our people expertise.
Ideally, you’ll co-create the people strategy, as an integral part of your business stategy.
Step Two is designing the interventions that will respond to business needs. These will likely include talent management, succession planning, etc. They should come after you’re clear about what the business needs to achieve and be set clearly in context.
An HRD told me recently that, as a result of our intervention, ‘our people strategy is now expressed as business priorities and we collaborate across HR to respond to those.’
The core of our work at Enable-HR International is the relationship between HR and the business, at all levels. Get in touch for an informal chat about how you’d like to move that forward.
As an HR leader, what role do you want to play in your organisation’s AI journey?
Clearly, you’ll be looking at how to leverage AI in your own HR processes. Then there’s the design of work, moving from roles to skills, and a myriad of other topics that can be overwhelming.
These are the technical aspects. We call this Step Two.
This gives me an opportunity to clarify what we mean by Step One (where we specialise) and Step Two.
Step One is about how you partner, and how you facilitate your stakeholders’ thinking about what’s most important. That’s how HR builds its credibility, influence and impact – you end up focusing HR’s precious resources on the right activities.
It’s about making sure that you’re in the room when leaders are thinking, so that you can help them. As a CPO said to me, ‘I knew I was making real progress when the CEO asked for my help to think through a business issue, not a people issue.’
In HR we know that every business issue is also a people issue, but that can come later. First, we can help everyone to build clarity about the priorities, the context, the factors that need to be considered. Then apply our people expertise.
Ideally, you’ll co-create the people strategy, as an integral part of your business stategy.
Step Two is designing the interventions that will respond to business needs. These will likely include talent management, succession planning, etc. They should come after you’re clear about what the business needs to achieve and be set clearly in context.
An HRD told me recently that, as a result of our intervention, ‘our people strategy is now expressed as business priorities and we collaborate across HR to respond to those.’
The core of our work at Enable-HR International is the relationship between HR and the business, at all levels. Get in touch for an informal chat about how you’d like to move that forward.