Human Resources in the Board Room?

As a follow-up to the “Why We Hate HR” post, I have put links below to two items.  The first, by Andrew Sobel writing in Talent Management Magazine, is geared towards the HR professional and prescribes the steps they should take to become a more integral part of the senior management team.  The second, by David McCann writing in CFO Magazine, is even more scathing than the original article I posted here last week.

As I pointed out previously, the point of posting these articles here on a blog related to retail loss prevention and assets protection is not to make fun of the HR group.  Rather, it is a cautionary tale to us on how senior executives often perceive staff functions with specialized expertise. 

HR: A Trusted Management Advisor


Corporations are leaving no stone unturned as they try to reduce expenses and eliminate all but the most essential activities. While it’s easy to get caught up in daily task execution during this time, talent managers would do well to focus on the most critical role they can play right now: being a trusted partner and counselor to senior management.

In fact, HR is in an ideal position to step up and assume this role. But how is this relationship built? How do talent managers go beyond their HR expert label and become a necessary and critical asset top management uses to shape the organization?  Read more…

Memo to CFOs: Don’t Trust HR

A professor says most human resources professionals are ill-equipped to carry out value-added workforce planning and transformation. Addressing a crowd of about 300 financial executives this morning, a professor of human resources soundly denounced the corporate HR profession for being mostly unable to provide analytics that are useful in making workforce decisions that build economic value.

Most companies today spend too little effort on attracting and retaining top strategic talent and too much on satisfying the rest of the employee base, asserted Rutgers University’s Richard Beatty, who spoke at a general session during the CFO Rising conference in Orlando. In fact, he claimed that typical human resources activities have no relevance to an organization’s success. “HR people try to perpetuate the idea that job satisfaction is critical,” Beatty said. “But there is no evidence that engaging employees impacts financial returns.”

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