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As I attend human resource-related
conferences and read the business and HR press, I continue to
be amazed at the volume of information out there talking about
HR becoming a strategic partner. HR professionals are working hard to “have a seat at the
table,” “to be a strategic business partner,” and “to
add value” to the organization.
Yet, most of the top managers that I meet don’t seem
to have jumped on the bandwagon.
And, many of the HR folks I meet that will be honest,
admit that management doesn’t seem to listen.
Of course, the transition to a
consultative position within the organization will take time.
But, if you remember a few key things, you’ll be able
to make that transition more quickly and confidently.
- Listen
to their hot buttons.
If HR is always thinking about HR, they are missing
the boat. Try
tuning into the key issues that the top brass face.
What are they most worried about?
What is their biggest challenge?
What are they complaining about? HR will only be
effective if they deliver services that meet the critical
needs of the organization’s leaders.
You can only do that if you pay attention to their
hot buttons.
- Present
your ideas in value-added terms. Often, HR presents new ideas and solutions that reflect
what HR or the employees want.
The next time you offer up a new idea, ask
yourself, “how will this make the organization
better?” If
the HR solution does not add value and contribute to the
organization’s strategic goals, rework it.
- Talk
their language. If
you don’t know the lingo of your industry, you’re
doomed. Remember, you might be an HR professional, but you
don’t work in the HR industry.
You work in the manufacturing industry, the
financial industry, or in the public sector.
If you aren’t aware of what’s going on with
your competitors, management has no reason to listen to
you.
- See
yourself as a peer to management. If you see yourself
as a lower level employee, they will see you that way too.
Even though you may be geographically lower on the
organization chart, you cannot think of yourself that way
and then expect managers to see your contribution as
valuable.
- Say
it like it is. Part
of being a peer to management means being frank and honest
with your feedback. Now,
I’m not saying that you should go around alienating
everyone. However,
respect is built by telling it like it is.
I’ve met too many HR people who spend their time
protecting their job by avoiding being honest about what
they know is really going on.
- Continually
learn. Those
who are most respected are those who continually hone
their craft. We
all know colleagues who are doing their job using the same
strategies year after year.
Eventually, they have nothing new to offer to
management; yet, management’s challenges change daily.
If we are not continually growing, the organization will
not either.
HR professionals are most valuable when
they can forge strong partnerships with top management in
order to affect the organization’s strategic direction.
We all want a seat at the table.
However, we won’t even get to the highchair if we
don’t improve our core relationships with those we serve.
Marnie E. Green is Principal
Consultant and President of the Chandler, AZ-based Management
Education Group. Green is a speaker, author, and consultant who helps
organizations optimize their talent pool.
For more information about Green, call 480-705-9394 or
visit www.managementeducationgroup.com
We
offer this article on a nonexclusive basis. You may reprint or
repost this material as long as Marnie Green’s name and
contact information are included Mgreen@managementeducationgroup.com,
480-705-9394, http://www.managementeducationgroup.com
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