The quality of HR Leadership in organisations is mixed. When we talk to HR professionals about working strategically, we typically find that ‘common sense is not common practice’. Sometimes people don’t understand what to do, or more usually they understand what to do, but they don’t do it, what we call the ‘knowing-doing’ gap.
Building the strategic capability of Human Resources leaders and their teams is essential. Strategic Human Resources has the potential to modernise management practice, bringing it into line with the needs of the 21st century organisation. HR leadership must strike the balance between business demands and the needs of the organisation and its workforce to adapt to change. This delivers sustainable value for all of the organisation’s stakeholders.
In this paper we cover:
- How we have closed the HR leadership ‘knowing-doing’ gap in a leading retailer.
- Five crucial conversations that strategic human resources leaders must catalyse within their organisations.
- How Human Resources Leaders can build their confidence and strategic capability by working through a planned change process.
- How to build appetite and expectation for a strategic Human Resources contribution among line colleagues.
- A staged approach for developing and embedding strategic Human Resources capability in an HR team.