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Excellent HR technical skills are a minimum requirement for an HR professional. But, alone,
they do not get you heard. And, they certainly don’t guarantee that your ideas will be adopted!
Through 40 years of observation, experience and research, we have identified five key skill
strengths that great HR Leaders have over and above good HR Leaders:
Technology Acumen (To make sound decisions about the right tools to deploy)
Analytical Acumen (To create an environment and processes for accumulating, integrating, analysing, interpreting, presenting and utilising quality HR Analytics)
Commercial Acumen (To ensure that all HR decisions are commercially sound, and to make strategic HR recommendations that deliver commercial outcomes)
Courage (To stand up for what they know is right, especially when it’s not popular)
Personal Effectiveness (Credibility and the ability to drive step-change improvements)
These skills can be acquired and developed.
Despite decades of work and creative technology, three core HR processes remain severely broken in most organisations. Unlike Recruitment, Reward, and Employee Relations, which have seen significant improvement, the following three processes have proved malignant:
Performance Management (Processes that genuinely optimise individual and team performance and capitalise on prevailing capability and resources)
Development Management (Processes that target and accelerate the realisation of each individual’s potential to increase capability and capacity)
Talent Management (Processes that identify, develop and deploy talent to ensure sustainability).
But, these can be cured, effectively, easily and sustainably.
You don’t have to look far to find research papers or surveys that tell us:
Around 2/3rd of people who resign were initially triggered to look elsewhere by some prior interaction with their manager;
Less than 20% of employees are typically fully engaged;
Over 40% of employees demonstrate productivity below what they are paid to achieve;
Less than 50% of employees feel that the feedback they get from their manager adds value;
Less than 50% of employees feel that their manager holds others accountable;
Less than 50% of organisations have robust succession plans;
… the list goes on.
The accuracy of the numbers actually doesn’t matter here because, cumulatively there is now sufficient evidence to show that most organisations are:
Putting the wrong people into people-management positions;
Not equipping people-managers with the skills they need; and/or
Not holding people-managers accountable for their people-management performance.
The quality of people-management in any organisation is critically important. Yet, all too often, organisations address the symptoms rather than the causes. But, this is an issue that can be fixed easily. Is that something you’d like to do?