David Ulrich author of Human Resource Champions and The HR Value Proposition had two interesting comments in the Fall 2006 Edition of Higher Ed HR.
On the issue of what differentiates effective HR from ineffective HR? Ulrich was quick to point out that HR departments and practitioners must add value. HR should not be worried about what they do and should focus more so on what they deliver. He also added that HR’s primary role is to ensure a flow of talent and that building an organization did not end with managing the talent funnel. The game plan must also focus on how all that talent works together. In simple speak: HR must build a level of teamwork across the ranks.
While at the 10,000 foot level you could probably file this observation as a glaring statement of the obvious, however, the comments are also consistent with what we are hearing ourselves at Conduit. We are consistently hearing from HR executives being called upon by C-level colleagues in finance, operations, and marketing to improve employee commitment and competency throughout the value chain.
Why the intense focus? In our information and knowledge based economy people are the primary source of competitive advantage. Financial executives are acutely mindful of the role intangibles play in asset valuation and no element of that formula has gotten more attention lately than human capital development. The analysis has to do with sustainability. If an organization is to be looked upon as one that will continue to thrive without exhausting its resources, then strategies that develop and ensure long-term access to an engaged, emotionally and intellectually invested labor pool is a critical analysis point for long-term investors.
I’ll talk more about how HR is helping marketing and operational executives meet their strategic goals in my next post.
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