The Human Resources Professional as A Strategic Partner

An Action Plan to Prepare for Transition

 

One of the greatest challenges for today's human resources professional is to move past merely performing administrative functions and to becoming a strategic partner.

 

What follow is an outline of strategies suggested by members of our CRO Forum, Teddi Reilly from La Jolla Pharmaceuticals and Marti Palecki from Ranch Santa Fe Technologies with input from yours truly.  Please e-mail me with your suggestions for improvement of this outline.

 

Build A Network

 

·        Build a Rolodex for your career.

·        Join professional organizations - NHRA, ACSA, CBA or SHRM.

·        Interface in depth with professionals from insurance companies, and law firms and CPA forms.

·        Serve on HR professional organization committees; Community college advisory boards, other local organizations, or participate in college and/or high school career days or high school shadow days.

·        Join a "mastermind" group such as the CRO Forum - support and share!

·        Find a senior mentor.  Be a mentor.

 

Take Career Related Course Work

 

·        Complete a certification courses such as PHR/SPHR.

·        Get your bachelors degree or take courses on Masters level.

·        Acquire a basic business understanding - Can you read a balance sheet?

·        Hone your computer skills!  Learn HRIS systems.

·        Take strategic business-related course that are not HR specific-such as APICS.

·        Stay updated - attend seminars and symposiums.

·        Be willing to learn what you do not know.

·        Be willing to question what you do not understand.

 

Understand the Business You are In

 

·        Stay versed in the complexities and operating challenges that set your company apart from the competitors.  What is your unique selling proposition?

·        Learn the business!  Understand how it operates and be aware of critical focus areas for improvement.  Read industry related magazines, journals, etc.

·        Track sales reports.  How does compensation affect sales?

·        Look ahead to properly assess training requirements (view training as an investment in the future!  Build in feedback and follow through.

·        Know the competitors practices.  What can new employees tell you?

·        Know what your competitors are currently offering for compensation and benefits.

Be a "Value-added" Resource

 

·        Educate other business partners on the ever-changing business/labor laws.

·        Advise business partners on changes in workforces availability, hiring, technology, compensation and incentive trends.

·        Make sure the company culture is healthy.

·        Know what the vision of the company culture is to the person at the top.

·        Be the company communications officer.  Build dialogue!

 

Think Strategically

 

·        Know how Human Resources takes an active role in both the short-term business plans and the long-term business strategy.

·        Attach $$$ values to H.R.'s contribution to the bottom line through knowing recruiting and turnover costs, legal expenses, worker's compensation and liability costs.

·        Test, benchmark and adjust for continued improvement.

 

Hire Strategically

 

·        Make good hires - poor hires cots thousands of dollars in recruitment costs and lost productivity.  Hire only the best - and keep them that happy.

·        Does each hire key into the goals and operating needs of the Company?

·        What does the job require?  What could it require?

·        What combination of resources best fits the requirements of the job?

·        Use all resources available in recruiting - Job posting, Classified ads, Staffing agencies, Internship programs, Job fairs, Online recruiting, Campus recruiting, Employee referrals and personal network referrals.

·        Use character assessment tools (ZeroRisk, Predictive Index, McQuaig, DISC, etc.)

 

Build Alliances

 

·        Use internal mentors (CEO, COO, President, CFO, etc.) who can teach you as much as possible about financial statements, how the business is run.

·        Meet with line managers or other colleagues to discover and dialogue with them about their strategic goals.

 

Take your Resume for a Spin and Interview Yearly

 

·        Broaden your horizons through seeing other business, identify what you have to offer and what you need to develop.

·        Expand your network and information resources.

·        Speak to professional recruiters.  Find out what they are looking for.

·        Look at online job banks.  Who's hiring for what?

·        What makes an HR professional a "hot commodity" in today's business market?

 

Other Hints

 

·        Remember, the less you control - the more you can do!

·        Learn to let go of paperwork and day-to-day routine - Delegate so you have the time to address the bigger issues/challenges.

·        Balance the "Caretaker" image with that of a Business Partner

·        Increase your knowledge base to the full business.

·        Use character assessment tools to learn your strengths and weakness.

·        Perform 360° evaluations on yourself to improve your performance

·       ALWAYS BE HONEST!  LIVE AND WORK WITH INTEGRITY!

·       HAVE FUN!

The Human Resource Professional as A Strategic Partner

A Basic Checklist

 

q       How serious am I about being a strategic partner?

 

q       How much time am I prepared or willing to trade off from my personal/family time?

 

q       Where do I want to be in 18, 24, 36 months?

 

q       Have I prepared a plan to reach my goals?

 

q       How do I handle hearing "NO" to my ideas?

 

q       Can I separate my ego from most situations?

 

q       Am I willing to be "ON" 24 hours a day for the rest of my career?

 

q       Can I give up gossip?  Can I rise above the fray?

 

q       Can I surrender interfacing with people in other departments and/or functions except for business?

 

q       Can I give up happy hours?  Can I give up extended coffee breaks?

 

q       Is it possible to transition to the top in my current organization or will I always be the second in command of HR?

 

q       How good is my word?  Do I walk my talk?

 

q       Am I willing to put my job on the line?  Will I take risk?

 

q       Do I know my CEO's, CFO's, COO's or President's style of communication?

 

q       Am I willing to live my business life in a bubble - no matter where I go?

 

q       Do I know how to pick my best battles?  Can I say "oh well-next!"

 

q       Am I willing to commit to a CRO Forum or Mastermind Group and really share?

 

q       Will I increase my reading and listening to audiocassette tapes?

 

q       Am I committed to making my job fun?