Dear friends
Many business leaders have several kind of words for the division. They just don't understand the vital role HR can play
Few reasons. Why is HR ignored and does not get the respect for his achievements are quite obvious in organization to see. There can be the many reason for it, what I found is:
Sales/Marketing Heads don’t understand HR. Mind it, Heads of the business often don't know what results they should expect. This is really odd because, for me, the HR role is as clear as sun rays. Feel it in this way: Business Head is responsible to gain and invest money, for short-term accounting and long-term financial leadership. It's his or her job to keep the company financially sound. Same for the HR leader, only substitute the words "talent" and "organizationally" for "Money" and "Financially."
You can tell that a lot of Business leaders don't understand this just by observing how low their expectations are when they hire an HR professional. Browse any job site and you'll see openings for Heads of HR that don't mention vision or excellence or talent. Beside this they will advertise experienced, technically good, result oriented. That would be like advertising for a Financial Controller who was an expert in general ledger accounting and accounts receivable. Shouldn’t we ask “Do you want a visionary HR leader or a functional specialist”?
Sometimes top Management ignores HR leader roles. It has been noticed that many of the companies that display their leaders' bios on the About Us page of their Web sites leave out the HR leader. Should it bother anyone that many companies have a vice-president of sales, a vice-president of marketing, a CFO, CIO, and a vice-president of operations, but only a lowly director of HR? Or that many top-level HR leaders report to the CFO or general counsel rather than to the CEO?
Here's the thing: You can't say that people make your organization what it is and then discount the human-resources function.
Reporting structures send a signal. If HR reports to the CEO, then the company may be serious when it brags that "people are our most important asset." Stick it under legal or finance, and the implication is: "We were only kidding when we said that our people set us apart from our competitors."
A company that is serious about developing its people will make its top HR post an executive team position. And it will find a business person with world-class qualifications to put there.
I have this advice for anyone who interviews for the top HR spot: When the conversation turns to your compensation, say: "I will require the same compensation as your CFO." Of course, as HR leader you'll be privy to this information, so there's no fooling you. Why would a company hesitate to pay its top people officer just what its top money officer is earning? Beats me -- unless the company doesn't value its people as much as it says it does.
VICIOUS CIRCLE. I'm a zealot for HR, but let's be honest, many HR leaders don't exactly burn the house down. Notwithstanding some wonderful counterexamples, the level of HR leadership in many companies falls short of what it might be, could be, and should be. Inspired and inspiring leaders aren't as often drawn to HR as one would wish -- or they're drawn to it early in their careers before being hired away for more rewarding assignments.
It's a vicious circle: HR doesn't pay what it should, so good people leave, and brilliant candidates aren't attracted to the field, so HR doesn't pay what it should, and so on.
Any CEO can snap her fingers and break that cycle, however. To do so only requires a relentless determination to find a creative, fearless, and business-savvy HR leader. Pay this person appropriately, demand that he produce results -- meaning, assemble a championship team both for now and the future -- and stand back.
SCAPEGOAT CENTRAL. With the business world changing so quickly, what competitive advantage can an organization hope to build and sustain beyond the abilities of its people? Surely not its equipment, its methods, or even a financial advantage. You have to have the team that can win -- well equipped, smartly led, and highly motivated -- if you want to get ahead of the pack and stay there. If, by contrast, it's important to you to save a few bucks on your coaching staff payroll, you had better get comfortable in the minor leagues.
So go ahead and ask for what you are......:icon7:
best of luck:icon1:
From China
149Many business leaders have several kind of words for the division. They just don't understand the vital role HR can play
Few reasons. Why is HR ignored and does not get the respect for his achievements are quite obvious in organization to see. There can be the many reason for it, what I found is:
Sales/Marketing Heads don’t understand HR. Mind it, Heads of the business often don't know what results they should expect. This is really odd because, for me, the HR role is as clear as sun rays. Feel it in this way: Business Head is responsible to gain and invest money, for short-term accounting and long-term financial leadership. It's his or her job to keep the company financially sound. Same for the HR leader, only substitute the words "talent" and "organizationally" for "Money" and "Financially."
You can tell that a lot of Business leaders don't understand this just by observing how low their expectations are when they hire an HR professional. Browse any job site and you'll see openings for Heads of HR that don't mention vision or excellence or talent. Beside this they will advertise experienced, technically good, result oriented. That would be like advertising for a Financial Controller who was an expert in general ledger accounting and accounts receivable. Shouldn’t we ask “Do you want a visionary HR leader or a functional specialist”?
Sometimes top Management ignores HR leader roles. It has been noticed that many of the companies that display their leaders' bios on the About Us page of their Web sites leave out the HR leader. Should it bother anyone that many companies have a vice-president of sales, a vice-president of marketing, a CFO, CIO, and a vice-president of operations, but only a lowly director of HR? Or that many top-level HR leaders report to the CFO or general counsel rather than to the CEO?
Here's the thing: You can't say that people make your organization what it is and then discount the human-resources function.
Reporting structures send a signal. If HR reports to the CEO, then the company may be serious when it brags that "people are our most important asset." Stick it under legal or finance, and the implication is: "We were only kidding when we said that our people set us apart from our competitors."
A company that is serious about developing its people will make its top HR post an executive team position. And it will find a business person with world-class qualifications to put there.
I have this advice for anyone who interviews for the top HR spot: When the conversation turns to your compensation, say: "I will require the same compensation as your CFO." Of course, as HR leader you'll be privy to this information, so there's no fooling you. Why would a company hesitate to pay its top people officer just what its top money officer is earning? Beats me -- unless the company doesn't value its people as much as it says it does.
VICIOUS CIRCLE. I'm a zealot for HR, but let's be honest, many HR leaders don't exactly burn the house down. Notwithstanding some wonderful counterexamples, the level of HR leadership in many companies falls short of what it might be, could be, and should be. Inspired and inspiring leaders aren't as often drawn to HR as one would wish -- or they're drawn to it early in their careers before being hired away for more rewarding assignments.
It's a vicious circle: HR doesn't pay what it should, so good people leave, and brilliant candidates aren't attracted to the field, so HR doesn't pay what it should, and so on.
Any CEO can snap her fingers and break that cycle, however. To do so only requires a relentless determination to find a creative, fearless, and business-savvy HR leader. Pay this person appropriately, demand that he produce results -- meaning, assemble a championship team both for now and the future -- and stand back.
SCAPEGOAT CENTRAL. With the business world changing so quickly, what competitive advantage can an organization hope to build and sustain beyond the abilities of its people? Surely not its equipment, its methods, or even a financial advantage. You have to have the team that can win -- well equipped, smartly led, and highly motivated -- if you want to get ahead of the pack and stay there. If, by contrast, it's important to you to save a few bucks on your coaching staff payroll, you had better get comfortable in the minor leagues.
So go ahead and ask for what you are......:icon7:
best of luck:icon1:
From China
Hi,
MAny companies respect HR. Some companies just brush it aside, this is because HR is both Line and Staff function. They have nothing to do directly in the Production or revenue generation. Of course, we only hire the successful employees who achieve that.
Also from my point of view, I see that many HR Managers are not voicing their views. If management goes awkwardly then HR Manager has to step into the shoe. I do that in my company in Chennai which is Mumbai based. You have to create a niche for yourself. Have a brand that you are of this type. Always note that we are judged by our actions by management and employees. Your mail will be an example to that.
So HR position is not an ordinary one and please..please take it seriously. Whether HR post is serious or not, it depends on the man who occupies it and the way he handle it. Inorder to do that you need to have charisma, exemplary skills, high command of language, reasoning ability, patience, sometimes outburst is required, to be trusted by employees, respected by the management.
As long as the company is running smooth, you are the boss and the management will retain you however rude your behaviour towars them be.
Regards,
Chandru
From India, Madras
MAny companies respect HR. Some companies just brush it aside, this is because HR is both Line and Staff function. They have nothing to do directly in the Production or revenue generation. Of course, we only hire the successful employees who achieve that.
Also from my point of view, I see that many HR Managers are not voicing their views. If management goes awkwardly then HR Manager has to step into the shoe. I do that in my company in Chennai which is Mumbai based. You have to create a niche for yourself. Have a brand that you are of this type. Always note that we are judged by our actions by management and employees. Your mail will be an example to that.
So HR position is not an ordinary one and please..please take it seriously. Whether HR post is serious or not, it depends on the man who occupies it and the way he handle it. Inorder to do that you need to have charisma, exemplary skills, high command of language, reasoning ability, patience, sometimes outburst is required, to be trusted by employees, respected by the management.
As long as the company is running smooth, you are the boss and the management will retain you however rude your behaviour towars them be.
Regards,
Chandru
From India, Madras
Dear Deepak ji,This is a very burning topic..... most of the organisations the Hr department place a viotal role. Its depending upon industry to industry. But one thing any one joins or left from the service they have to approach the HR department. Our HR professional jobs are 'THANKLESS' job. I am in a manufacturing company. My job will starts at morning 08.00am 1/2 day if the works are going on smooth, from top to botom everone appreciated. If a small thing went wrong at the end of the day the entire appreciation will spoil the immage of the HR department. But we have to take this a challange. We HR people are just like a family head. Its never ending story to wite about the day to day activities of a HR - Executive works. Once again says to every one our HR profession is thankless job.Regards,PBS KUMARMANAGER-HR9848499629
From India, Kakinada
From India, Kakinada
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