Four Groups Blog

Following on from the previous post, my curiosity was roused by Paul Kearns‘ comments in the same article. He states;

HCM has to show a direct causal connection between effective HR strategy and bottom-line business performance, but because HR is failing miserably to take up this challenge, when push comes to shove – such as the advent of OFRs – no-one will give it house room.

If we take Paul at his word, I wonder if there are any good examples, case studies or HCM champions that people would recognise or have been ‘outed’?! Quoting directly again from the article;

Randal Tajer, a senior HR executive at financial services firm UBS, said most reporting on staff-related issues does not really inform investors and reflects badly on HR. “There’s lots of ‘data’ out there, but no ‘information’,” he said. “HR wants the respect of a discipline, but not the discipline of a discipline.”

These comments remind me of the apparent paradox that we featured recently in the post “The Strategic Perceptions of HR“. The fact remains that HCM would appear to be caught between a rock and a hard place when it comes to adding value and being seen as strategic rather than operational. Alternatively, perhaps HR needs to improve on its ability to sell itself internally?