The Role & Structure of HR

Jay Jamrog covered the research work on the role and structure of HR, and found that there was no common structure that differentiated high performing companies vs. low performers. However, he did highlight three issues when thinking about structure:

1. Take into consideration the business strategy and the areas that drive value. Then use metrics to determine progress, (e.g. impact on top line revenue growth)

2. Identify business problems and present evidence-based talent solutions that address those problems. This is often done by segmenting the workforce into critical and/or pivitol roles, then conduct a risk analysis of the talent currently available.

3. Determine the skill sets needed for the HR team. The results of the study did show big differences in responsibilities in high vs low performing organizations.

Next, Amy covered i4cp’s talent risk research, (talent risk being the gap when assessing your workforce’s current capacity and comparing it to the expected 1-3 year demand). Highest correlations of talent practices in high performing organization included:

1. A formal leaders as teachers program

2. A skill/knowledge gap analysis process

3. Knowledge transfer workshops

4. Skill development plans

5. Leadership alignment process to agree on talent risks

6. Informal job shadowing

Below are the links for your review. Please feel free to share with your teams as well.

CHRO May 2016 Meeting Recording

The Role & Structure of HR

Talent Risk: Managing Risky Business

Also, please don’t forget to mark your calendar for our July 21 call. Summer is always a good time to reflect on year to date progress, so we plan to facilitate a discussion with you on your mid-year reflections…how is your current HR Strategy working? What has changed within your business that requires modification of your strategy? What have you learned that may benefit other members of our Board?

Two interesting articles to get you thinking; the recent PWC CEO survey (spoiler alert: CEO’s list “availability of key skills” as a pressure point); and highlights in Human Resources online of a study by Visier that list the three most desired traits CEO’s want in their CHRO’s (spoiler alert 2: they want their CHRO’s to be a key strategic advisor).

http://www.i4cp.com/aJBG0Y

http://www.i4cp.com/4rwAzz

Thanks for your time and participation. Any questions at all, please let us know. - Kurt Fischer


This meeting is exclusively for i4cp member organizations. If you'd like to participate, please contact us to see if your company qualifies for membership. If you are an i4cp member, please log in to access the registration/meeting details.
log in