Wednesday, October 29, 2008

From Chief People Officer to Chief PRODUCTIVITY Officer

I have had an excellent week having the pleasure of talking with many SMART business people that just happen to be in HR. It is so refreshing to have discussions that are not about open enrollment, having a seat at that table, and doom and gloom over the economy.

Smart business people know that "this too shall pass" and "who cares about the table" it is all about value and impact. I love it when a conversation with a top HR person starts off with "Let me tell you how we measure the success of our business" 1) market share 2) efficient processes and 3) revenue growth. Any by the way, "this is how HR will impact those 3 areas." WOW....now that is cool.

Another discussion was around understanding how something subjective like culture, can be measured in an objective way and be tied to things like decrease in turnover, employee engagement, etc. Not that we have the definitive answer on the subject, but it is a good conversation.

I belive now more than ever, we should be talking about productivity, efficiency, value and effectiveness.  HR can and must contribute to increasing these areas.  More importantly, HR needs to measure its contribution to these areas. 

Maybe we need to change our title to, Business Analyst, Performance Consultant, or Chief Productivity Officer.

2 comments:

Eric Brinson, SPHR said...

Your October 29 entry reminded me of a SHRM publication that followed a 2005 symposium on Strategic HR. This syposium concluded that the field of HR may be destined for a splitting of roles, similar to how Finance emerged as the strategic counterpart to Accounting.

Companies will always need a team of competent administrative personnel to manage employee benefits, workers compensation claims, and other technical personnel functions. Thirty years from now, will a whole new field have emerged to handle the strategic side of HR? What will this role be called?

No matter the label of this 'new' field, today's practioners must align their people strategies with the overall strategies for the organization. They must be able to deliver results that will prove their strategic impact. After all....when this field emerges, today's strategic partners will be grooming future leaders to have an even greater impact on the business world.

No matter if your organization distributes lumber, manufactures electrical components, or sells groceries....commerce is people doing business with people!

Best Regards,
Eric

Cathy Missildine-Martin, SPHR said...

I agree with your analogy with Finance and Accounting. We should have a contest to name the strategic side of HR! Thanks for the article, can't wait to read it!!