The evolution of the HR professional: From star supporter to essential executive

April 29, 2008

By Charles Daye, vice president of Human Resources, Ceridian Benefits Services

It is no surprise that the role of HR professionals has evolved over the past decade to earn us a seat at the executive table alongside the CEO, CFO, CIO and other chief officers. We've longed for the day that we could play a more active part in an organization's strategy.

In fact, in 1999, two of the top five trends cited by HR professionals as being among the most pressing were "being part of the senior management team" and "creating -- not just implementing -- strategic plans." (Source: Leadership and the Workforce: Megatrends for the 21st Century, October 1999.)

A key member
We've arrived. The HR executive is now recognized as a key member of an organization's senior leadership team. And for good reason. We are relied upon more and more to develop and drive strategy that differentiates our company from all of the others.

In the past, that differentiation was placed on products or services. Now, it's the human capital that takes center stage.

As Generation Y's requirements for greater work-life balance, increased job autonomy and workplace satisfaction replace the needs of previous generations, workforce management issues increasingly pose a threat to a company's ability to successfully execute business strategy. (Source: Corporate Leadership Council, 2000.)

How does an organization master workforce management issues to the extent that the workforce is its competitive advantage? And what role does the HR executive play in this new strategy? The answer is quite simple, at least to anyone who is not an HR professional. In this new role, the HR executive acts as the steward of organizational strategy; ensuring that workforce policies and processes align with and support business strategy.

Listening and observing
When I accepted my position as vice president of Human Resources with Ceridian Benefits Services, I informed my manager that not much would occur within my first 90 days. In fact, I planned to spend much of that time doing two seemingly passive tasks: listening and observing. Seemingly is the key word. As an HR professional, listening and observing are two crucial characteristics we bring to the table. As an effective HR professional, however, we must actively listen and actively observe to gather enough information to make sound, informed decisions once that observation period is over.

My 90-day observation period ended in February 2008. That time period solidified for me my role as a key player on the senior leadership team. It was clear that HR is as responsible for organizational success as is any other member of that team.

Putting best practices to use
If you're struggling to make that transition, or to make your CEO see the need for the transition, consider these key tips, taken from personal experience and from a study published by the Corporate Leadership Council (2000):

Align yourself and your HR department as a partner with your senior leadership team
Workforce management issues are at the forefront of the CEO's agenda; over half of the top priorities of CEOs fall within the domain of HR. The HR executive must partner with the CEO to alleviate these issues, as they threaten a company's core competitive advantage -- its human capital.

Observe, listen and learn from your organization
As an executive partner, the HR professional is under significant pressure to make an immediate, substantial impact on the organization. This is where listening, observing and learning about your organization comes into play. What you learn and do in the first 90 days of your tenure as an HR executive is crucial to your success or failure.

Accelerate your learning curve
The challenges that come with the role of an executive are compounded by the expectation that you quickly master your own on-boarding and business acumen. Meet with critical employees in the organization to gain a working knowledge of the company and the industry. You already possess the characteristics to be successful; now you need to strengthen your knowledge of your business and organization -- and quickly.

Identify and prioritize HR goals
Once you have a firm grasp on the needs of your organization, align HR strategies with the business strategy. Consider the level of engagement of your workforce. Do employees clearly show commitment to the organization and its success? What is the bench strength of your leadership team? Have they identified successors and a plan for moving high potential employees through the leadership pipeline? What are the crucial employee relations issues facing your organization (consider the number and scope of issues)? Do you have a systematic plan for preventing these from escalating? Of course, these are just a few of the questions you, as an HR professional, need to ask. Once you have the answers, identify your priorities and begin implementation.

Identify (and acquire) quick wins
This is perhaps more important to someone who is a new HR executive -- either new to a company or new in the role. Once you've identified your prioritized list of goals, select one or two that will be fairly easy to successfully tackle. You'll build trust and momentum as others come to see your role as valuable.

Yes, the role of the HR professional has finally evolved. The nature of our business may not have changed drastically, but the scope of the issues we impact on a daily basis has grown exponentially. We influence organizational strategy and contribute to its success now more than ever before.

As more organizations recognize their human capital as their key business differentiator, we will see more HR executives seated alongside the CEO at the executive table. Are you ready for the challenge?