syed sobhan says:
I partially agree with the findings that HR is being perceived as a less important strategic function. That is why I believe that the focus of HR should be more toward R&D. This is an untapped area for human resources, or at least have minimum involvement in. For instance, developing and implementing new ways of employee engagement, T&D and OD. Then, perhaps HR might cement its position as a strategic business partner, and not just performing functional duties.
Pam Ross says:
Alright, I agree that this is sad to see, but I have to say, we, as HR, need to BE strategic in order to be seen that way. I continue to see HR practitioners who don't really understand the business or who the real customer is. When you act like a support function, you are a support function. I also don't see other departments with the role of "business partners" - because they ARE part of the business. Can you imagine having a "Sales business partner" or "Finance business partner"? Are we trying too hard to be seen as business More...
campbell fitch says:
Jonathan/Simon. Trust is at the heart of the healthy organisation and I truly fully support and endorse the connected leadership approach.
Jaana Majanen says:
Mostly agree to all said in the previous comments. Likewise, I'm very sad to find this type of findings on HR. Can't help thinking, if it is because we see only the cost of HR and almost never the good results in numbers. Simply, we are not yet good enough in presenting results with numbers. I think it has to do also with not practising what we preach within HR. The employees are not simple and they will notice soon, if the theory and the practise do not meet. For exemple, it should really be Development and career opportunities for More...
Nick Miller says:
There is no skills shortage if one is to view the skills market within the entirety of the EU.
John Evans says:
I am sure this survey is not exactly what any of us working in HR want to hear. However this is the feedback our bosses are giving us. Now you can retreat back into your HR shell, blame the methodology, the messenger etc... Or you can deal with it as we would advice others to do when they receive negative feedback. That is use this information to reflect on our current position, change our behaviours and improve our performance.
Simon Jones says:
I'm sure that a lot of CEOs do see HR as the least important function and there are probably a whole host of reasons why. What I'd prefer to see is an analysis of the organisation's performance - for example do those companies who do rate HR enjoy a difference in productivity, staff turnover, absence etc? That would tell us more about HR's effectiveness (or lack thereof) than the "opinions" of some Chief Executives.
Tim Baker says:
I completely agree with Stephen Moir's comment. Why are there never articles outlining the business impact a good HR function has had. If it's own do not believe it, or write about it, who will?
Jon Ingham says:
I'd also suggest ignoring this survey as I think the conclusions are highly flawed. I can't see anticipators being particularly strategically valued since they're still acting as a support function - a very proactive one but still a support function. The only way we're going to be strategically valued is if we are strategic and not just very proactive. Getting closer to the business is the wrong approach - we need the rest of the business to get closer to its people. http://www.joningham.com/advice/being-truly-strategic-not-just-more-proactive
Eugenio Pirri says:
It is concerning to read this study. As HR leaders we need to ensure we are a strategic influencer and guider of organisational culture to meet the company goals. Working backwards is a good plan as we need to be intrinsically part of the operational business in order to make the difference!
Stephen Moir says:
Ok, the findings are the findings. Putting that to one side, I personally despair about the fact that the HR profession and the HR media continue to provide oxygen to such surveys and results. It's been a real bone of contention for me for years, but instead of talking the profession up and spending more time on the positive of what great HR can and does achieve, we spend our time 'navel gazing' and bemoaning our lack of a seat at the board. Yawn! Can we start focussing upon outcomes, positive impact and the fact that HR, or the People More...
Peter Copping says:
Talent Management is a matter for employing organizations and trade associations not for the tax payer. Its a capitalist economy and capitalists should invest in Human Capital.
Pauline Ward says:
If you have read this article and would like to integrate wellbeing into your business; contact www.inspiredhealthandfitness.co.uk for information, advice and support.
stuart woollard says:
When organizations understand that CSR can be reframed as a fundamental societal value motive that drives their own value, then we will I think, see real change. For example, while firms may 'choose' to pay a living wage for CSR purposes, I suspect that the value impact arising from more motivated/engaged people (higher productivity, quality through lower attrition/absence & increased wellbeing etc.) outweigh the short term cost saving from paying the legal minimum. Anyone have anything that may evidence this?
Richard Pierce says:
I share your concerns. You'll face an environment of slow change (for the better) within LTHT. Slowly but surely with the leadership of Julian Hartley, managers are starting to get how key employee engagement is, accountability, performance and delivery are still in their early stages and the organisation has been in a state of flux for plus 18 months. I believe your considerable enthusiasm will build on Julian's work to date and hope for a brighter future for LTHT and all its patients, key stockholders and staff.
HR magazine says:
Hi Chris It appears a glitch in the system somehow managed to switch the world employees to employers throughout the whole article. Not sure what happened there. We apologise and it has now been amended.
Ashton Ward says:
The market conditions are changing rapidly. The best interims are securing assignments quickly and typically have more than one opportunity. Clients can no longer afford to procrastinate. Decisive clients who know what they want and have the right budget will secure the best available talent. Ashton Ward, Managing Partner, Eton Bridge Partners.
Chris Ball says:
Stressed employees are less engaged with the job? Wow, you don't say! What a surprising finding.... Really, the only thing that shocks me about this report is the inability of the author to distinguish between the words "employer" and "employee." who was surveyed exactly? It seems it was employers. Who was it who were supposed to be stressed and disengaged? Why - the employees? Have these people given a moment of thought to the basic principles of social science research? Why not start off by doing what all employers should do and ask the employees themselves and then you might More...
Gautam Mahajan says:
Liked your article and would like to discuss. Can you contact me
Lesley Campbell says:
I agree it does seem strange when all the Gen-Y research suggests they want to be able to work flexibly themselves, but I think as pointed out - this is likely to be a case of younger employees feeling put upon and perhaps even a little jealous, rather than a Gen-Y specific thing. They tend to be entirely focused on their own careers at this point in their life and often feel that to demonstrate their commitment they need to be in the office all the time. In my own experience as a Gen-Y who has worked part-time in the More...
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