Issue link: https://www.e-digitaleditions.com/i/136276
Thought Leaders we shouldn't be using permanent staff for the assignment and employees, yet HR must create the framework," he says. "Line should outsource or contract out the work, how can the strategy managers have accountability for human capital, but HR has a be executed effectively?" responsibility for providing the framework in which people can A generation ago, a company needed only to peruse an employee's "personal jacket" to get a sense of who they were and what they did, hopefully successfully, to assemble the tam for a specific project. Today, the jacket is gone and the contingent workforce isn't just a temporary solution anymore—it is a major part of the organisation. "How can the HR director deliver the thrive." HR has a key role in terms of ensuring that the right tools, processes and technologies are in place to support line managers, Foster says. "For example, good recruitment processes can become a unique form of competitive advantage that enable the organisation to acquire the right talent. Left alone, line managers strategic goals when a lot of these people don't `work' for the would not have the time or professional expertise to support company?" Spink says. "Knowing these assets is vital to any these processes," he adds. strategy succeeding." The upshot of these opinions is two-fold: HR must do a better job She makes a good point, but are HR directors effectively arguing promoting its value, and executive leaders/board directors need and prepared for a seat at the strategy table? Jill Goldstein, to elevate the role of HR in their organisations. So far, neither is offerings head of HR/BPO at Accenture, says the HR sector has struggled to maximise human capital assets, due in large part happening to any great degree. to the legacy responsibilities the role entailed. "HR emerged "HR is not delivering today up to its potential or up to its from a personnel function whose focus has historically been requirements in delivering the value of human capital from a administrative," Goldstein explains. "Asserting responsibility and strategic business perspective," says Jan-Pieter Janssen, global swimming upstream continues as the natural progression of HR, BPO solutions director at Logica. "At the same time, the business but this is met with ongoing resistance by the business." doesn't really open up to HR insofar as asking for its perspective This resistance may arise because of territorial issues, but also or about its ability to deliver strategic value." might be attributable to a lack of clarity around whose job it is to manage people. While business line management has ultimate responsibility for human capital asset management, these managers are also responsible for growing the business and managing its operations. Consequently, line managers rely on HR as the "experts or specialists to advise them on a regular basis, counseling and influencing their thinking," Goldstein says. He adds that the overriding goal in the quest to align human capital assets with business strategy is "to permit HR to really interfere with business decisions, and really talk about strategic issues." In other words, to be a creative disruptor armed with knowledge of the organisation's human capital strengths and weaknesses. The question is: Does HR know this? Foster believes that people A Board Level Role management responsibility is the task of business line managers, How can HR achieve this powerful position? By boards of directors since they have hired these individuals in the first place and insisting on the presence of the HR director in strategy meetings, routinely interact with them. "Only managers can direct if not on the board itself, says Spink. "You wouldn't expect to [20] HRO TODAY GLOBAL | SPRING 2013