Hr as a strategic partner

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<ul><li>1. AsHR professionals continue to work to be value-added strategic associates to the business leaders they support, there are some key behaviors to be kept in mind. Theseare the kinds of behaviors that have proven to differentiate HR advisors as the most trusted across a wide variety of businesses.</li></ul> <p>2. . Continually build solid relationships. Trusted HR Advisors primary focus is on how theyeffectively and successfully build relationshipswith those they support. They take time to getto know the employees and leaders face-to-face. They go to projects / sites, make personalcontacts and connections, and spend qualitytime in the actual environments where theemployees work. This gives them a deepunderstanding of the business they aresupporting and is a behavior that buildsrelationships. 3. As an HR Professional, the leaders andemployees you support need to believe thatyou truly understand their perspectives andare aware of their issues. They need tobelieve you are their partner and are thereto help them succeed at every stage. This ismost effectively achieved through face-to-face discussions. As much as is reasonably possible, makethese connections early on and frequentlyand then continue to sustain therelationships moving forward by repeatingthese actions. 4. . Let business leaders be leaders. The job of a trusted HR advisor is not to lead for the leaders or run their businesses. Your job is to be their advisor, to partner with them, to establish guidelines for them, to build credibility so that they heed your advice, and to have faith that they know how to run their business. It is not your job to tell them what to do or how to run their business. 5. Yes,they will make mistakes, and if you believe they are on the path to a mistake, then it is your job to alert them about that. But ultimately they get to decide if they want to make the mistake. Some HR professionals still believe that its their job to tell business leaders what they can and cannot do instead of providing guidance and letting them make the decisions. 6. Letthem lead. Be there with them and be their partner, but by all means, let them do what they were hired and trained to do, even if it means they need to learn some hard lessons through their experiences. 7. . Exert impeccable influence. In order to exert impeccable influence as atrusted advisor, you should know where tofocus your energy and place your influenceso that it is meaningful and has impact. Inorder to do this, you need to understandyour businesss objectives and top priorities. 8. The general rule that has been successful formany trusted HR advisors is to know the topthree priorities of your business and thenwork to exert appropriate influence in thoseareas. By doing this, you will not only get theappropriate attention from the workforce,but you will have meaningful impact. Simplybase your top three HR priorities on those ofthe business and exert your influence inthose particular areas. 9. Speak "Business" language Trusted HR Advisors avoid "HR speaks" as much as possible and, instead, speak the business language. Much of this translates to the need to understand your companys financial statements. This really is not an option if you truly want to speak the language of business leaders. 10. If you do not understand your companysfinancial statements and how your companymakes money, operates its resources thenyou cannot speak the language of thebusiness leaders or provide adequate HRsupport. 11. Unfortunately, many HR professionals regard understanding financial statements as an option rather than a requirement of their profession. After all, there are finance professionals to handle that part of the business. 12. Although that is true, remember that you should be focused on what is important to the business leaders you support, and the financial standing of the business is often their most important concern. Therefore, it should also be one of your most important concerns and something that you can speak about fluently. 13. Create meaningful measurements Trusted HR Advisors proactively measureperformance and hold leaders accountablefor the HR actions and programs they haveagreed to undertake. This does not meanthat they act as the parent or police officerbut that they simply let leaders run theirbusinesses while actively working the HRinitiatives that support them. 14. Howto effectively do this is by deciding exactly what your business leaders need to accomplish relative to HR programs. Remind them which HR programs support their business objectives and provide them with concise and realistic metrics for which they will be held accountable. 15. The measurements you establish with your business leaders cannot be arbitrarily set. They must be precise measurements that will drive the results they need in their business. This is what makes metrics meaningful and doing this in a collaborative fashion with business leaders is what makes one a trusted HR advisor. 16. Byconsistently employing these five listed practices, HR professionals will begin to be viewed more and more as trusted advisors in the businesses where they work. They will be sought after for guidance and counsel and will continue to have a reserved seat at the decision making table. From: Iyer Subramanian, Vijay Tanks and Vessels Private Limited. </p>


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