This paper has been drawn from the research
and experiences described at various events, including the HR
Benchmarking Club, the HR Society President's Forum and FiSSInG HR
Strategy Meetings, and the illuminating discussions that followed.
The report looks at why the
contribution of strategic HR practitioners must contribute to both:
§
operational business performance, and
§
corporate capital wealth creation.
These are not the same thing.
Nor is human resource the same as human capital. Indeed, for strategic
thinking they should be further sub-divided into:
-
Human resource management
-
Human resource development
-
Human capital management
-
Human capital design.
|
Transforming |
Human
Resource Development |
Human
Capital Design
|
|
Sustaining |
Human
Resource Management |
|
|
|
Operational |
Strategic |
The position taken by this paper is that it is all or nothing. Either
we are able to contribute meaningfully to all four areas, or HR will
wither as a distinct, professional discipline (as prophesied by Charles
Handy).
Five key personal capabilities
are needed to prosper as a separate discipline:
1.
Relating Credibly
The HR Team
The Practitioner
2.
Thinking Strategically
Perspectives on Strategy
Human Resource Strategy
Human Capital Strategy
The Business Strategist
Integrating HR and Business Strategy
3.
Managing Risks
Relationships, Knowledge, Power
Contractual Safety
Corporate Survival Strategy
4.
Designing Capital Value
Value in Business Modelling
Value in Ethical Modelling
Value in Human Resource Modelling
5.
Measuring Impact
Investment Decisions
Metrics
Human Capital
The first three capabilities
enable us to close in on the action. The last two provide the torque to
leverage our specialist expertise. Unless these capabilities are honed
by HR professionals, they will be excluded from core strategy and
confined to operational human resource support.
These capabilities are therefore
explored in some depth by this paper.
A
Glossary of Terms in Strategy and an Example HR Business
Partnership Agreement are included in the appendices.