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STRATEGIC HR LEADERSHIP

Leadership Series Part III

By Nancy R. Lockwood, SPHR, GPHR, HR Content Expert

Nove!er "##$

Fast Fact

%HR pro&essiona's are (ni)(e'y we'' p'aced to he'p c(rrent 'eadership prod(ce the next

*eneration o& 'eaders !y esta!'ishin* 'eadership !rand, assessin* the *aps in the present

'eadership a*ainst this !rand and investin* in &(t(re 'eaders.+

So(rce -'rich, ., / Brock!ank, 0. 1"##$2. The HR value proposition. Boston HarvardB(siness Schoo' Press.

Introduction

Effective HR leaders align their departments with the organizations they serve and

match their resources with business requirements. At the top HR needs to help ma!e thewhole corporation greater than the sum of its parts and to implement practices that

support corporate strategies build shareholder value and shape the corporate image. At

the business unit level HR needs to focus on strategic ob"ectives identifying and servingtarget customers creating wealth in the mar!etplace and delivering an employee value

proposition.#3

(rin* the 'ast "$ years, HR reso(rce strate*y has *rown and chan*ed draatica''y4

&ro &(nctiona' strate*ies in the 356#s and capa!i'ities strate*ies in the 355#s to today7sres('t8oriented strate*ies. Strate*ic shi&ts in HR re&'ect chan*in* 'a!or arket conditions

and new !(siness thinkin*. Research s(**ests that in the &(t(re there wi'' !e a need &or

increased contri!(tions &ro HR !(siness strate*y, inc'(din* ethica' and c('t(ra''eadership."In the iediate &(t(re, stren*thenin* HR strate*ic 'eadership is one o&

today7s ost critica' *oa's.

HRs Strategic Partner Role

Definition

$trategic HR49he process o& takin* a 'on*8ter approach to h(an reso(rce

ana*eent thro(*h the deve'opent and ip'eentation o& HR pro*ras that addressand so've !(siness pro!'es and direct'y contri!(te to a:or 'on*8ter !(siness

o!:ectives.;

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Expectations re*ardin* HR7s ro'e have shi&ted si*ni&icant'y 1see and ;2 contro''in* orred(cin* peop'e costs.?

Figure 1: Strategic HR: e! Roles in Toda"s #or$%lace

Traditional HR Roles Todays Strategic Roles

Reactive Proactive

Ep'oyee advocate B(siness partner

9ask &oc(s 9ask and ena!'eent &oc(s

@perationa' iss(es Strate*ic iss(es

A(a'itative eas(res A(antitative eas(res

Sta!i'ity Constant chan*e

How 1tactica'2 0hy 1strate*ic2

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h(an reso(rce 'eaders thro(*h &oc(sin* on 'eadership copetencies is critica' to achieve

a strate*ic HR &(nction.$In addition, deve'openta' assi*nents &or h(an reso(rce

pro&essiona's that provide ed(cationa' opport(nities (st not !e over'ooked. 9hro(*hvision, know'ed*e and tho(*ht&(' actions, the HR &(nction wi'' *ain the re)(ired

credi!i'ity needed &or or*ani=ationa' s(ccess 1see

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Idea''y, the copany ission, vision and phi'osophy are trans'ated into the strate*ic

!(siness p'an. HR p'ays a key ro'e in deve'opin* systes and str(ct(res that re&'ect the

or*ani=ation7s ission, vision and va'(es and, in con:(nction, s(pports ep'oyeeper&orance at the or*ani=ationa', tea and individ(a' 'eve'. HR7s 'eadership in

or*ani=ation deve'opent is a'so essentia' &or the or*ani=ation7s s(ccess 1see

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-sin* a s(rvey and data o& 3# or*ani=ations in Sin*apore, this st(dy considered an

inte*rated ode' re'atin* CE@ trans&orationa' 'eadership, h(an8capita'8enhancin*

h(an reso(rce ana*eent and or*ani=ationa' o(tcoes. 9he st(dy &oc(sed onor*ani=ationa' per&orance, a!senteeis and sa'es. 9his st(dy &o(nd that h(an reso(rce

ana*eent &(''y ediated the re'ationship o& CE@ trans&orationa' 'eadership and thes(!:ective assessent o& or*ani=ationa' o(tcoes and partia''y ediated the connectionwith CE@ trans&orationa' 'eadership and a!senteeis. 9he st(dy res('ts are considered

'o*ica', *iven the iportant part p'ayed !y the CE@ in an or*ani=ation7s s(ccess.

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Society &or H(an Reso(rce ana*eent www.shr.or*

9he Con&erence Board www.con&erence8!oard.or*

Endnotes

3-'rich, ., / Brock!ank, 0. 1"##$2. The HR value proposition. Boston Harvard

B(siness Schoo' Press.

"G(!an, E. 1"##?2. HR strate*y and p'annin*

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o( are a!'e to access too'kits on a ('tit(de o& HR topics !y accessin*www.shr.or*hrtoo'stoo'kits

o( are a!'e to read in8depth s(rvey reports on critica' iss(es that provide

c(rrent in&oration to HR pro&essiona's !y visitin* www.shr.or*s(rveys

o( are a!'e to 'earn a!o(t c(rrent acadeic research in HR in an a!!reviated,in&orative &orat !y readin*Research Translationsat

www.shr.or*researchresearchtrans'ations

Disclai*er

9his artic'e is p(!'ished !y the Society &or H(an Reso(rce ana*eent 1SHR2. D''content is &or in&orationa' p(rposes on'y and is not to !e constr(ed as a *(aranteed

o(tcoe. 9he Society &or H(an Reso(rce ana*eent cannot accept responsi!i'ity &or

any errors or oissions or any 'ia!i'ity res('tin* &ro the (se or is(se o& any s(chin&oration.

http://www.shrm.org/hrtools/toolkitshttp://www.shrm.org/surveyshttp://www.shrm.org/research/researchtranslations