- How do you encourage your organization & people to take real risks; business, career, personal? Real Risk-not the "safe option"?
-How many new leaders we have build every year, every quarter - how do we measure this
-,How are you making your organisation more competitive - what are the specific ways in which you can count this and see the impact?
-When was the last time you broke the rules, promoted out of turn, took a great risks with an individual, drove new HR policies? What is your definition of innovation and how will you achieve it across the organisation?
-Why isn't HR undeniable and conclusively the most important function in any business? How will you get it there. Saving Changes...
Gopal SahaiCorporate Trainer| Self employedNew Delhi, Delhi, India
Lot of questions there, that serve as a food for thought.
In support of the questions that we need to ponder on, I have the following to submit:
While it is said that all business are based on Finance & Marketing, with other functions supporting them to meet financial objectives of the organization, I personally feel that the HR function has been getting a step-sisterly treatment.
For example, is it not more important to have a high quality recruitment, if the CEO really wanted to achieve the organizational objectives (financial of whatever). So if we were to look at HR as the most critical business function that determines the organizational success, we would be looking at the entire role of HR at a business driver.
As an organization, I may be able to hire a "perfectly qualified" financial accountant or a seemingly dynamic marketing professional, but may still not be sure if the person can be a real leader in the work area, can switch roles, take risks, can innovate, or contribute in policy decisions, etc. etc.
So makes sense to ponder on the questions on how to identify such resources, how to measure their performances, groom them, convert resources into assets, thereby definitely concluding that HR achieves a stature of being the most important function in any business. High time we stop looking it as a service function alone, and start treating it as a strategically lead function. Saving Changes...
