Conversation 1:
HR: "I think we should do it this way"
Business: "How do you know? You don't even understand our business."
Conversation 2:
HR: "We bring value to your business."
Business: "Show me how?"
HR: "This is what we did last year and this is what we plan to do next year."
Business: "That's great. But, where are the metrics that point out your impact on business, productivity etc.?"
HR: "Hmm. Most of the work that we do is intangible. It's wrong to expect us to measure it."
Business: "OK??"
...
Click here to read more - How to convince others to take HR seriously? <link updated to site home>
From India, Pune
3HR: "I think we should do it this way"
Business: "How do you know? You don't even understand our business."
Conversation 2:
HR: "We bring value to your business."
Business: "Show me how?"
HR: "This is what we did last year and this is what we plan to do next year."
Business: "That's great. But, where are the metrics that point out your impact on business, productivity etc.?"
HR: "Hmm. Most of the work that we do is intangible. It's wrong to expect us to measure it."
Business: "OK??"
...
Click here to read more - How to convince others to take HR seriously? <link updated to site home>
From India, Pune
Hello Om
I agree with the article.If HR needs to evolve itself as stratagic partner in business, it needs to align HR initiatives to business goals for which it needs to understand the business and the way it works and try to establsih a direct impacting relationship between the initiatives and the buisness and develop metrics that can measure it. For example, they sould dvelop a tool as to what was the output of an employee who was disenaged and the increase in output after he is engaged. Probably some research and analysis needs to be done to develop these tools but it is worth it. It is heartening to note that HR is increasingly becoming conscious to play this role of late.
B.Saikumar
HR & Labour law Advisor
From India, Mumbai
I agree with the article.If HR needs to evolve itself as stratagic partner in business, it needs to align HR initiatives to business goals for which it needs to understand the business and the way it works and try to establsih a direct impacting relationship between the initiatives and the buisness and develop metrics that can measure it. For example, they sould dvelop a tool as to what was the output of an employee who was disenaged and the increase in output after he is engaged. Probably some research and analysis needs to be done to develop these tools but it is worth it. It is heartening to note that HR is increasingly becoming conscious to play this role of late.
B.Saikumar
HR & Labour law Advisor
From India, Mumbai
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