He cautions that this doesn’t happen overnight and that ser-vice
delivery models need to change to accommodate this
paradigm shift.
“You can have the appropriate service delivery model in place
with centres of excellence doing planning and an HCM system
that drives all the critical data on a consistent basis, but if your
employees and managers don’t know what to do with that infor-mation,
you’re still not driving performance that the operation
needs,” said Osle.
Data can be used to study many things, but Osle and Leuchter
advise using it first to address the capabilities gap the study found.
“Do I have the right people I need? Are they productive? What
are we doing to better drive the talent proposition?” said Leuchter.
“If the HR organization can invest in building their analytic capa-bility
in terms of reporting, benchmarking, doing more relational
and correlational type of work around talent, that’s where they’ll see
results. World-class organizations have changed the paradigm by
using evidence-based practices versus gut feeling-based practices.”
Business operations look to HR to solve the human capital as-pect
of any business problem – and it starts and ends with talent.
HR can stay ahead by forecasting what turnover they’re going to
have and where, and offer a look at the pipeline of talent that can
fill any skill gaps.
“This is where HR can drive predictive and prescriptive solutions
to address the human capital aspect of the business,” said Osle.
THE SIX HR SKILLSETS NEEDED NOW IN
THE FUTURE
According to Osle, there are key six skillsets that are needed in
HR organizations now and in the future:
1. Data savvy: Individuals who know how to process data,
extract info and turn it into insights.
2. A strategic mindset: HR leaders need to have agility, fail
early, understand why, pivot and have the courage to go in
another direction.
3. Creativity and innovation: Top performing organizations
bring in individuals who aren’t necessarily from HR – they
might be innovative individuals who could bring their
perspective to the organization.
4. Agility and change orientation: The leader and team need to
be equally agile, welcome and understand change.
5. Relationship management: The best HR individuals have
great consulting skills, the ability to listen, be likable, social,
approachable, collaborative and positively influence decisions.
6. Business acumen: HR leaders need to understand the
business, its strengths and risks, the demands surrounding
the product or service and a strong sense of what the markets
are doing at any given time.
WHAT HR DEPARTMENTS SHOULD FOCUS ON
IMPROVING IN 2017
It should come as no surprise that The Hackett Group recom-mends
investing in HR talent management this year.
“Be methodical about how you address the recruiting aspects
for your HR organization. You need to build a healthy pipeline
of individuals on a continual basis, looking for individuals outside
and within the organization and constantly assessing your people
to drive the organization to next step,” said Osle. “This is not a one-time
thing. Don’t do it in November and stop for six months. You
should be looking at CVs all the time, finding a spot for high-level
individuals and making decisions to exit C players.”
Hiring decisions are hampered by flat or declining budgets, but
Osle recommends swapping out individuals on a net-net compen-sation
gain while ensuring you have all the skillsets required.
Leuchter points out that efficiently managing talent could
provide the cost-savings that the organization needs. He’s also
quick to acknowledge that HR organizations wear a heavy
mantle, which has only recently been acknowledged by other
business areas.
“In the last 15 years, there’s been a stronger recognition from
CEOs and executives that business is about people and people are
our main focus,” he said. “HR is the only business area that has to
be its own business as well as be concerned with every single em-ployee
in the organization and make sure managers and leaders are
doing what they have to do.
“That is a very heavy responsibility that I don’t think other func-tions
could do as well with. Sometimes you have to make calls
about where to spend the time and investment. It’s not easy.” n
feature
“HR HAS A RESPONSIBILITY TO THE BUSINESS TO
ENSURE THE TALENT THEY HAVE AT AN OPERATIONAL
LEVEL IS THE TALENT THEY NEED FOR THE FUTURE.
THEY NEED…TO BE SURE THEY HAVE THE BEST TEAM
TO DRIVE PERFORMANCE FOR THE ORGANIZATION.”
– HARRY OSLE
28 ❚ JUNE 2017 ❚ HR PROFESSIONAL