![]() When talent is in short supply, business leaders see HR as a valuable strategic partner. Otherwise HR is just a booster for initiatives it can neither enforce nor measure. Often programs lack impact unless top executives lead them, transforming the culture. HR departments don’t usually calculate ROI for their programs, but quantifying costs and benefits turns talent decisions into business decisions. ![]() HR needs first-rate analytic minds to help companies make sense of all their employee data. This means continually identifying new challenges and designing tools to meet them. The author outlines some basic but powerful steps they can take: Set the agenda.ĬEOs are rarely experts on workplace issues, so the HR team can show them what they should care about-such as layoffs, recruiting, flexible work arrangements, and performance management-and why. This is a moment of enormous opportunity for HR leaders to separate the valuable from the worthless and secure huge payoffs for their organizations. When things are smoother all around, managers wonder what the function is doing for them. When companies are struggling with labor issues, HR is seen as a valued leadership partner. ![]() They’re driven largely by the business context. Complaints against HR, which are nothing new, have a cyclical quality. ![]()
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