What is commercial HR? This question was the topic of much discussion at the recent Annual Congress of the Strategic HR Network. Here, it is my honour and privilege to present a detailed three-part report on the event from Neil Morrison, Group HR Director at Random House. Here, Neil outlines some of the key themes and learning points to emerge from the 2011 Strategic HR Network Annual Congress.The second instalment sets out Neil's own personal take on the question "What is commercial HR?"
In the third instalment, Neil expands on some of the points set out in his earlier posts, and argues that "the HR profession would do well to brush up on its people skills."
Neil is an experienced HR blogger. He currently blogs on HR issues at the excellent Change-Effect blog. I would also strongly encourage you to follow Neil on Twitter.
Update (Wednesday 13 April 2011): In Metrics are a false idol, Enough with the case studies, The real definition of Organisational Development? and Professional bodies are out of touch Neil expands further on some of his key learning points from the 2011 Annual Congress of the Strategic HR Network (on the Change-Effect blog).
Neil Morrison: An HR director's thoughts on the 2011 Strategic HR Network Annual Congress
What is commercial HR? Or more accurately, what does commercial HR look like? That was the question that was at the centre of the sixth Annual Congress of the Strategic HR Network, which took place in London on Thursday 31 March 2011 and was attended by hundreds of HR directors from the UK's top businesses. A fair enough question, given that it is one that I know many amongst us in the HR community are starting to ponder once more.
If you'd asked the question a few years ago, the majority of us would
have rolled out something in relation to Ulrich, talking the language of
the business, metrics, Business Partnering, etc. Only a few were
sceptical of the mad headfirst rush towards this new "model" and the
latest trend. On the evidence of the 2011 Congress, however, it appears
that views are changing quite considerably and the dissenting voices are
growing louder.
As well as speaking at the event, I also had the pleasure of hearing a number of other participants and discussing with them the ideas that they had about the future of HR. The themes that really came through strongly were these:
See also:
As well as speaking at the event, I also had the pleasure of hearing a number of other participants and discussing with them the ideas that they had about the future of HR. The themes that really came through strongly were these:
- Metrics are a false idol. No one is arguing that measurement per se is bad, but if you think it is the silver bullet that will cure all your ills, you are in for a long wait. As one speaker (Mike Everett, Global Head of People and Talent at Ipsos Group) put it, "there are a load of people in your business that do it better, so stop trying to compete." A lot of the stuff that is really important, you just can't measure.
- Enough with the case studies! HR practitioners are fed up of hearing the same old case studies from the same select few companies. Most of us don't work in those companies and don't want to. We have to deal with a whole range of different issues and see very few people talking about subjects that resonate with us. Just because you are a big brand name does not mean you are doing it well.
- The real definition of Organisational Development (OD). As a profession we know that Organisational Development (OD) is an important topic. The problem is, we don't really know what it means or what it involves...and nor do the people that are supposedly telling us how to do it.
- Professional bodies are out of touch. The views around the future
role of HR are diverse, but none of them seem to reflect the current
thinking of the main institutions and bodies, including the CIPD (in
fact there was a scary show of hands regarding the question of whether
participants thought the CIPD added value to the profession).
See also:
- What is commercial HR (2)? The real definition of Organisational Development (OD) In the second instalment, Neil presents his own personal take on the question "What is commercial HR?"
- What is commercial HR? (3): Our raison d'être is our people In the third instalment, Neil expands on some of the points set out in his earlier posts, and argues that "the HR profession would do well to brush up on its people skills."
- Metrics are a false idol, Enough with the case studies, The real definition of Organisational Development? and Professional bodies are out of touch Neil expands further on some of his key learning points from the 2011 Annual Congress of the Strategic HR Network on the Change-Effect blog.
| Tweet |
|
| Permalink | Email this |
Comments (1)
It's interesting that the competition word appears in the point about metrics. If only HR and others (who frankly shouldn't need to prove the unprovable) could be encouraged to be more comfortable with that then maybe more organisations could get on with the business of competing in their external market, rather than tearing holes in their colleagues?
I'm encouraged by Neil's feedback too - and I think the CIPD is trying to be better. We need it to succeed. Its success will help HR people to be more comfortable in their trade knowing they have a thriving and listening body representing them.
Posted by Doug Shaw | April 11, 2011 8:17 PM
Posted on April 11, 2011 20:17