But does the HR director say it and believe it with the same fervour? And if they do, how do their actions make the statement a reality?
The typical HR response seems to be to do what everyone else does: individual performance incentivisation, competence frameworks, 70-20-10 learning models, high potential schemes, the Ulrich model…the list can go on.
Different HR functions
Perhaps one of the criticisms of HR today – and one which I believe is valid – is that HR functions, regardless of sector, are more similar, than different, to each other. Yet how can this be the case? I believe that if people are key to competitive advantage, subjecting them to the same policies and practices as other companies do makes no sense.
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