Marion Russek

Empowering HR in the company

This title question is fundamental. Instructions come from above and expectations from below. This can be seen e.g. when HRIS projects are planned. A global corporation based in Zug planned to standardize HR across Europe with enormous internal and external effort/costs. HR thought quite loudly about the (non)sense, but of course had to go along with it. The fact that the project came to a standstill after the first go-live phase is another issue.

I am increasingly observing that a new era has apparently dawned on the executive floor: employees are increasingly being viewed as products - standardised, exchangeable and durable for a limited period of time. This trend began in the US, where the quarterly results are trend-setting. Thanks to their short notice periods, headcount and costs can quickly and effectively influence business results. Another new trend for us in Europe is now to hire employees on a large scale for a limited period of time, e.g. 9-12 months.

On the other hand, people are the key issue for HR and should be developed over the long term to ensure continuity and stability for the company. Terms such as 'HR engagement' and 'HR development' are currently in vogue - but here two paradigms collide. And you are in the middle of the stage and should act quickly and efficiently.

What is the solution? It's obvious: the better HR knows management's intentions and medium to long-term strategies, the better HR can track its own process and collaboration with external partners.

For me it is clear: HR belongs on director level as a full member!

HR in GL has clear advantages:

• Closer cooperation with other business decision-makers and exertion of influence

• Understanding strategic decisions makes implementation easier

• Promotes the further development of the professionalization of HR (and thus also of them...)

I consider it very important that HR incorporates its knowledge and experience in management into decisions - only in this way can business goals be pursued efficiently and together.

Only - this change will not be that easy to achieve, because unfortunately no company management will offer this extension of competence on its own. The initiative must come from HR: taking a clear stand, negotiating tactics and perseverance. In the argumentation it could be helpful to compare arguments of merchandise management with those of HR management:

The attempt is worthwhile in any case, even if the goal of being part of the director team cannot be achieved immediately. A first step is when HR at least has a seat in these strategy meetings. This alone will strengthen competencies and make it possible for HR to bring added value to the company - because HR has the technical knowledge and experience.