HR Rewired - creating the future together

Human Resources (HR) is often perceived as a multifaceted function, sometimes even facing an identity crisis. Before embarking on transformation, it’s crucial to understand our current position and role. In the inaugural session of the HR Rewired series, hosted by Hedley May in collaboration with myself, we aimed to establish this foundational understanding and chart a course for HR’s future. Here a brief summary of key insights:

1. Clarity of Vision & Commercial Focus?

Aligning HR with Business Objectives

HR has traditionally been viewed as the “soft” side of business, detached from core commercial imperatives. This session emphasized redefining HR’s role to position it as a commercially driven, business-focused, and value-adding function. HR leaders must align closely with business leadership, not merely providing support but offering solutions that propel the company forward, especially in uncertain economic climates.?

To enhance this commercial approach, it’s essential to infuse HR with diverse perspectives by integrating professionals from other business functions. This cross-pollination not only brings fresh insights but also bolsters HR’s credibility and strengthens its connection to the broader organisation.

2. Streamlining HR for Efficiency

Eliminating Redundancies for Focused Impact

A key insight was that HR can become “bloated” as it attempts to meet varied and sometimes conflicting expectations, diluting its identity and hindering the business’s ability to recognise HR’s specific value. For HR to be impactful, it must have a clear purpose and be built around an efficient team, laser-focused on activities that truly add commercial value.

This requires continuous evaluation of HR’s structure, acknowledging that the optimal configuration may evolve alongside business needs. Embracing change and leveraging it as an opportunity for improvement allows HR to keep pace with organisational shifts, reaffirming its role as a commercially valuable function. Embracing AI can, and will be a key enabler.

?3. Building for the Future: Emphasising Succession

Preparing HR for Sustained Success

Another critical discussion centred on the need for HR teams to cultivate internal talent—a practice HR leaders often emphasise for other functions but may overlook within their own. Building a pipeline of “A players”—team members capable of stepping into leadership roles—ensures continuity and adaptability for the future. This succession planning should not only focus on capabilities but also foster genuine diversity, bringing together individuals who can respond to varied contexts and challenges.

Additionally, there was an acknowledgment that extended tenures in HR leadership can lead to stagnation. As businesses evolve, so too should HR leadership, prompting a need for regular reflection and a commitment to continuous improvement.?

Looking Ahead: Pragmatic Execution in HR Transformation

The next session in the HR Rewired series will transition from diagnosing HR’s current context to exploring solutions. Key questions to be addressed include:

??Building Valuable HR: How can HR focus on adding tangible value to the business rather than being seen solely as a people-oriented function?

??Communicating Value: What steps can HR take to clearly demonstrate its impact, gaining the “license” to expand its role within the organisation?

??Anchoring Transformation: As transformation becomes inevitable, what foundational principles should guide HR’s evolution to ensure alignment with broader business goals??

By adopting an outside-in perspective, HR leaders can position the function as a strategic, indispensable contributor to the business’s success. This first session laid the groundwork, and as we continue the journey, each session will build on these insights to drive meaningful, impactful change in HR.

I will share the key findings after the HR Rewired workshop early next year.

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