Rotating duties can help make HR functions more relevant
ACCORDING to a recent report on "Global Human Capital Trends" by Deloitte, business leaders give their human-resource function a "D-plus" grade. No wonder management guru Professor Ram Charan has called for companies to split their HR functions in two, on
Why shouldn’t companies do away with HR departments if the results are so appalling? In defence of HR professionals, they would point out that over the last 30 years, they have moved forward with the times. From a mere “personnel department” administering payroll, they have become a “strategic partner” responsible for developing talent and leaders for their organisation.
My argument is that rather than doing away with the HR department, organisations should be looking at ways to make HR strategic and thus relevant. Some will say that this is easier said than done. Many organisations have tried this by establishing HR business partners, embedding them in the business. An HR business partner’s primary roles and responsibilities are to provide consultation and align HR strategy with business strategy. But more can be done.
According to a long-running (since 1995) survey by the Chartered Institute of Personnel and Development, HR can assume a more strategic role by rotating people within the HR function, rotating people into HR, and rotating people out of HR into other functions. Interestingly, the survey also points out that over the past 20 years, organisations have rarely encouraged such job rotation.
For a start, implement a mandatory job assignment outside of HR for future HR leaders. These assignments can be in the front line or in support functions. Similarly, future leaders outside HR are compelled to take up assignments in HR. This will create leaders who understand the business and people. For rank-and-file HR professionals, consider implementing a mandatory job rotation among various departments inside HR. For example, a recruiter who has completed two years in that job should be encouraged to move to other areas such as training or compensation.
A word of caution: Take stock of current HR staffing requirements, and educate HR and non-HR leaders on the “whys” before the start of your journey. This will reduce resistance and increase acceptance and the likelihood of success.
Look at the world’s top 10 chief human-resource officers in 2015 selected by Mike Myatt, a leadership adviser to Fortune 500 CEOs and widely regarded as America’s top CEO coach. More than 40 per cent of these individuals have worked in marketing, sales, communications, information technology and other business functions before becoming head of HR.
This is no silver bullet to make HR more effective, nor do I believe in one. Rotation does not guarantee that the HR function will become more strategic to the business. But one thing is for sure, it will give the HR function a shot in the arm and a fighting chance to become relevant.
Suvit Chansrichawla is an HR consultant under the brand Serendipity & Co, a partner of the Curve Group in Thailand.
