Selling the Value of HR
Copyright Jack Mixner. 714 449 1040. www.mixnerstrategy.com
When I first started teaching strategy almost twenty years ago, HR wasn't at the strategy "table" yet. The layoffs in the early nineties and again in the late nineties took care of that. Now, since HR is at the table, they are forced to make things happen and measure results. How do you do that (Sartain, 149-153)?
- Use every occasion to find a way to quantify HR's value.
- Measure versus HR's contribution to the overall company strategic plan.
- Make a case - in writing - for each of HR's business objectives.
- Don't forget customer feedback. I know, now you have to answer the classic question "Who is my customer?"
- Measure results. Metric drive culture? Use fine metrics. Otherwise, back off a little bit.
- Excite your team, and the management team, with your language. "Fill the pipe line with highly qualified talent" versus "I need budget for advertising in the newspaper."
- Brand your department. First step? Get involved in the company-wide branding project. Make sure your voice is heard.
HR is at the strategy table. Now make your voice heard. Don't wait for the next lay-off or hiring spree.
Reference
Sartain, Libby with Martha I. Finney. HR from the Heart. Inspiring Stories and Strategies for Building the People Side of Business. AMACOM. 2003.