From Reactive to Proactive
In From Reactive to Proactive – High Impact Strategic HR, author Susan Quinn talks about what HR professionals and HR departments need to do to make themselves an integral part of the organization. Quinn is an associate professor of business at the Bissett School of Business, which is part of Mount Royal University in Calgary, Canada. With her extensive experience in the HR field, she talks about how HR professionals can build a truly strategic HR department by being transformational and focusing on providing value for service.
— Harrison
From Reactive to Proactive
Contents
1Introduction1.1Use of the word “transform”2Be transformational, not transactional2.1The transactional HR department2.2The HR department is a staff, not a line, department!2.3What is different about a transformational HR department?2.4Does this mean the transformational HR department doesn’t do transactional stuff?2.5Comparing strategic and non-strategic HR actions2.6Questions3Think about structure – Structuring the HR department3.1The specialist HR department3.2The Generalist HR department3.3Dave Ulrich’s model for structuring HR departments3.4Questions:4Be credible – have educated, experienced, trained HR practitioners4.1Roles of the HR practitioner in a transformational HR department4.2Skills needed in HR staff4.3Credibility4.4Jim Canterucci discusses change leadership4.5Questions:5Provide value for service5.1HR must show that they can and are assisting the line managers to achieve their goals.5.2Metrics or no?5.3Pason Systems Inc – Conversation with Ron Dudar, Human Resources Manager5.4Questions:6ConclusionAppendix AAppendix BAppendix C7References7.1Articles7.2Books1 Introduction
“People issues are clearly now dominant on the business agenda, but as these issues become more important to business leaders, there is increasing tension between the needs of the company and HR’s ability to deliver.” (Deloitte Touche Tohmatsu and the Economist Intelligence Unit 2007)
The rallying cry for HR practitioners for decades has been twofold: “HR must be at the Executive table” and “HR must be more strategic”. And yet many HR departments are still struggling to achieve both of these aims. Why is that? How did it come to this? Why are many HR departments still struggling to be recognized and to contribute?
The answers to these questions form an interconnected and integrated roadmap for HR departments to follow as they move forward to deal with the myriad of organizational people challenges.
What does HR have to do? How does an HR department move from being reactive to being proactive? How can they get to that elusive Executive table? How can they move to being strategic when there are so many administrative duties to do? The development of a truly strategic HR department will center itself on these four initiatives.
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