Business - Setting up for Success - in Human Resources Part Two of Two

July 9th, 2002

Setting Up for Success.... in Human Resources

by Bathyah Charikar - Part 2 of 2

Bathyah Charikar, MBA, CHRP, has 7 years of experience in the Human Resources field and is employed as a Human Resources Manager in Calgary.

Management Support \| Administrative Overload \| Conclusion
From last week: Asking questions is a valuable tool - the answers can help create future proposals that meet organizational needs and implement processes that work for managers; they may even highlight a need for internal education and more effective communication. Clarifying the responsibilities of the HR function and the managers is also an important part of maintaining management support. By coaching and advising the management team can help the human resources staff understand the issues and facilitate solutions, thereby leading to mutually beneficial working relationships. It can also help address inconsistencies when they occur. A strong link between the HR function and the CEO/President of the company is valuable, as it can have a positive influence on how others perceive the human resources role and help to ensure that concerns are addressed promptly. An effective reporting relationship for the HR function is also necessary as it serves to drive issues and new programs forward - reporting to and having the support of someone who has authority at the senior level, a broad company focus, and a solid understanding of human resources issues can make a big difference. << top >> Administrative Overload Administrative overload may be a hurdle as well. When limited resources within the human resources function are ruled by short-term urgent tasks, it can reduce opportunities to work on longer-term initiatives that would help move the company forward over time and have a positive impact on profits and productivity. For instance, payroll administration is a deadline-driven, recurring responsibility that demands attention. It is an important task that must be completed accurately and on time but it does not help move the organization forward. If placed within the HR function, this responsibility can compromise the HR team's ability to stay close to the pulse of the organization - the people. Long-term programs such as training & development, employee wellness, and performance management may end up competing for the remaining time of a small, or perhaps one-person, HR team. After all, understanding and addressing the needs of the employees is a primary reason for the HR function's existence. A solution to help overcome this hurdle is linked to the closure of The Vision Gap. The time when the purpose and goals of a new HR function are being determined is also a good time to decide which responsibilities should be placed within the function for maximum effectiveness. The responsibilities placed in the hands of the HR team should lead to the fulfillment of agreed-upon objectives. Giving careful consideration to the assignment of tasks and provision of sufficient resources can help companies avoid difficulties later. << top >> Conclusion Staying involved at the strategic level of the organization can help the HR function procure resources like time, money, and additional staff for important initiatives with long-term impact. Understanding the business, implementing proactive solutions, and linking the benefits to the bottom line will keep the HR function an integral part of the organization. Just as a growing business needs to be positioned for success, so does its human resources function. The process is not without its challenges but to create an effective internal business partner that provides value to the organization and the people is a worthwhile endeavor. With collaboration and discussion, everyone involved can see the long-term benefits of a strong Human Resources function - both strategically and for employee satisfaction and rewards - and plan to provide the support to reach it. << top >> PART 2 OF 2 - Click here for Part 1 of this article

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