Previously in the Fearless HR series we have seen that uncertainty over purpose has thwarted HR’s effectiveness in the past, and that historical perceptions that impugn HR’s value do not stand the test of time. The evidence simply does not support these perceptions. And once HR makes the commitment to improve its effectiveness, it has the capacity to drive business results on a continuing basis.
HR often does a poor job in marketing itself and demonstrating its value to the business. HR does, in fact, have a variety of levers to drive business results. The three primary drivers for improved outcomes are 1) strategic alignment, 2) cost savings and 3) productivity improvements. Of the three, the largest potential impact is creating the context in which productivity and innovation can flourish. It is important, however, to go beyond these general drivers and get as specific as possible about the ways in which HR adds value to the business
Culture is the foundation that business success is built upon. Perhaps most importantly, culture sets the framework for employee engagement. However, all too often, while leaders try to develop a strong culture that engages employees, they get sidetracked and make honest, yet fatal mistakes. In the quest to listen to employees, they often lose their focus and compromise their vision.