A 360-degree view of HR: CEOs, line managers, and employees speak frankly about HR; brace yourself

Workforce, June, 2002 by Allan Halcrow

Despite impressive successes, no one says HR's job is getting easier. As Schnur points out, the wobbly economy is forcing CEOs to put more pressure on every department to contribute more, including HR. He says there is a shortage of qualified people for important jobs, and that adds considerably to the pressure on HR to retain top performers and develop employees.

In recent weeks, he's met with a dozen CEOs who have expressed a wish that HR could make a greater contribution to their companies. A lot of people are "rooting for HR" to step up to the plate and redefine its charge, Schnur says. "Where are the models for brilliant HR work? Where are the Jack Welches of HR? When is the last time that a CEO told shareholders, 'Profits are up because we have the best performance-appraisal system anywhere'?"

Schnur concedes that becoming a pivotal player won't be easy. He predicts that it will begin with small steps. "HR can be the quiet kid in the back of the class who has been watching for a long time and finally raises her hand to say, 'How about these three ideas?'"

HR's Customers Say It Doesn't Always Deliver

tools

Alan Wolfson, a consultant with the Hay Group, has worked with many
organizations to conduct HR audits. These observations about what
customers want--and how they perceive HR--are drawn from audit results
and what he hears in his consulting practice.

What HR's Customers Want and Need   How HR is Seen by Customers

High-quality hires                  It gets a list of "bodies" quickly

Dismissal of poor performers        It creates roadblocks that are
                                    impossible to cross

Pay for performance                 Any departure from established
                                    scales means trouble

Training to help employees improve  Appraisals must be completed on
their performance                   time; content doesn't really
                                    matter

Recognition that improving skills   Training programs will be run only
is essential to long-term success   when there are enough people to
                                    justify the cost; programs are
                                    judged on process, not content

Flexibility in applying rules to    A rule is a rule
meet the requirements of
departments and employees

For more info on: workforce.com

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Allan Halcrow is a partner in the consulting firm WorkPositive, Inc., based in West Hollywood, California. He is co-author of The Boss's Survival Guide (McGraw-Hill, 2001), a Wall Street Journal best-seller.