Can you make the next 12 months really count as an HR leader not a follower?New Year resolutions always get broken, but one pledge the profession shouldmake – and keep – is to hold back less and be more assertive in driving forwardchange. This year promises to be just as testing as 2002 with continuing uncertaintyover Iraq, turmoil in some markets and business generally having to do morewith less. In this climate, HR has a crucial role to play in improving peoplecapabilities, strengthening the predictability of the business and raisingstandards of operational effectiveness. The future is about creatingorganisations where the people strategies are progressive and unique, where theperformance of the workforce is the differentiator with competitors. If you’re going to make this happen, you can’t afford to sit on thesidelines. HR has to be seen as a utility player, able to lead and inspire allparts of business with flair and versatility. A bolder approach requires trust,understanding and broad business acumen that go beyond core HR skills. Immerse yourself in other parts of the organisation and learn to be moreproficient in all aspects from sales and finance to production and marketing.The board focus is important, but the big decisions are made long before theyreach the CEO and board of directors. Get to know the senior managementstakeholders within the different functions. Listen to their challenges, andrespond with practical, relevant initiatives. Be in the thick of the key debatesand use your expertise to be proactive. Take responsibility, intervene, guideand influence fellow directors. Geoff Armstrong, director general of the CIPD, writing on this page,believes the profession is ready and capable of making a deeper impact. Yethe’s understandably frustrated that so many organisations still fail to developprogressive people management and behave ‘like rabbits frozen in the headlightsof an oncoming car’. Going that extra mile, being more persuasive and refusing to be sidetrackedby doubters will not be easy. But it’s a strident, optimistic HR professionthat is embarking on 2003 and, together with the CIPD, we have every reason tobe positive. By Jane King Comments are closed. Related posts:No related photos. Previous Article Next Article A proactive stance will give HR impact in 2003On 7 Jan 2003 in Personnel Today
"A proactive stance will give HR impact in 2003"