HR Most Influential 2010

For the fifth anniversary of the HR Most Influential ranking, HR magazine has tied up with Ashridge Business School to define influence and create a definitive list of those in the sector who have it, as HR editor Sian Harrington explains.

The best are described as inspirational leaders, successful in showing how HR can add real value to the business and with strong vision. They are effective, progressive and transformational, commanding the respect of their peers, the organisation and key stakeholders.

But research for HR magazine’s 2010 ranking of the practitioners and thinkers who have had the greatest influence in the field of people strategy shows the external perception of HR is of a sector comprising two tiers: a small group of influential HR directors at the top of the pyramid and a much larger, less impressive group at the base.

For the fifth anniversary of the HR Most Influential list, in association with outsourcing services provider Ceridian, HR magazine tied up with Ashridge Business School to create a definitive list of the top influencers in the sector as well as to develop a deeper understanding of what defines influence in HR.

Ashridge interviewed chief executives, the media and City analysts to discover whether the external perception of HR has moved from the unfair but deep-rooted view of HR as ‘human remains’ or ‘human restraint’ to better reflect the growing influence of HR practitioners on business strategy. The good news is that those HR directors at the top of the pyramid are described as doing an excellent, first-class job. They work closely with their CEO and understand how HR can best deliver what the business needs.

One interviewee says HR is “definitely there, playing with the big boys and being a strategic partner to the business” while a CEO speaks about totally trusting and working “hand in glove” with the HR director, noting: “We meet every day and I have complete respect and trust in their judgment. I rely upon them to be my ‘eyes and ears’ in the organisation.”

However, there appears to be a wider image problem, with one interviewee going as far as to say HR is “weak, hesitant, inconsistent, ineffectual and at worst unprincipled”. Another adds: “HR needs to get on with doing a better job. People will notice and respect competent people doing a good and valuable job.”

HR Most Influential ranking uses qualitative as well as quantitative methodology and it is clear from the remarks of those in the HR community that they believe the people at the top are delivering measurable business benefits, working close with the board and challenging notions of HR. Doug Sawers, managing director of Ceridian, believes fiscal pressures on organisations have helped HR to raise its game. “Every part of every organisation is being tested, and of course the HR profession is right in the middle of this challenge – how to keep the balance between the value of people and the cost of people.

“Successful organisations will be those that achieve the correct balance, and it is the HR profession that has potentially the most important role to play in identifying that optimal positioning. The strongest and fastest HR leaders, so many of whom are recognised in this year’s listing, have an unprecedented opportunity to help their organisations succeed, and in doing so position the profession in a fresher, more progressive light.”