by Ana Lucia Jardim Evans and Stacey Porter
In 2006, Lombardo and Eichinger found that the role that executives most asked from HR (Strategic Partner) was also the role that HR was least skilled at. The introduction of the HR Business Partner and other progressive models has significantly improved HR efficiency and stakeholder access to services. But some still argue that HR is too focused on the administrative processes, while missing key skills in solid business and operating fundamentals. In order to have a “seat at the table”, HR needs to “bring value to the table”. The top HR jobs should therefore be taken by leaders who are very competent both in their specialty as well as in the business.
To accomplish that, Allan McCarthy of
HumanResourcesIQ suggests a 4-step revolution for HR:
• Gather HR experts and create an action plan (this is what BOLD is looking to accomplish with the
March 31st workshop “HR- from Transaction to Transformation in 2010”).
• Get key stakeholders (opinion leaders, executives and consultants) to endorse the plan
• Define and harmonize key features of the HR profession, such as standard credentials and performance metrics
• Create a solid brand and communicate it to stakeholders, including business leaders and current and future HR talent
