November 22, 2011
I just read a very informative article by Human Resources IQ contributor Brad Powers, a consultant and researcher in process innovation, addressing why HR does not often lead change to improve their organization’s processes. At the end of the article, he cites two causes responsible for the difficulty of HR leading change: 1) HR is often viewed by the CEO and executive team as a supporting role instead of a partner, who can offer the organization advice and counsel, 2) HR hires HR experience, who are accustomed to being viewed in a support role and will be less credible and comfortable engaging in operational advice. I agree with both of these causes, but would propose a third cause: a lack of reporting on employee-related issues leaves HR with little evidence to support recommendations for process changes. In a previous blog…
How HR Analytics Can Help HR Lead Change
November 22, 2011
I just read a very informative article by Human Resources IQ contributor Brad Powers, a consultant and researcher in process innovation, addressing why HR does not often lead change to improve their organization’s processes. At the end of the article, he cites two causes responsible for the difficulty of HR leading change: 1) HR is often viewed by the CEO and executive team as a supporting role instead of a partner, who can offer the organization advice and counsel, 2) HR hires HR experience, who are accustomed to being viewed in a support role and will be less credible and comfortable engaging in operational advice. I agree with both of these causes, but would propose a third cause: a lack of reporting on employee-related issues leaves HR with little evidence to support recommendations for process changes. In a previous blog…