If I had my druthers, I would divide HR into two categories:
- People & Management Operations (PMO)
- People & Talent Management (PTM)
Clearly, there is a need for the administrative management of personnel at most companies; however, you can take your everyday HR Generalist and place him in the PMO. Ask him to start an aggressive program of integrating the performance management process, the recruiting process, and policy & procedure management into your people manager’s daily life. The PMO at my future company would also be responsible for removing paperwork and bureaucracy through an improved HRIT infrastructure that offers simple people management programs (and CBT training) for people managers and supervisors.
The People & Talent Management group (PTM) would operate as an in-house consulting group and address targeted issues like diversity, more thoughtful staffing projects, overarching training programs, compliance issues, etc. This enterprise-wide group would operate like a Towers Perrin or a Hewitt and be accountable for a more thoughtful and integrated approach to the employee’s lifecycle. There will be a direct correlation between this group and shareholder value if this department helps the company to hire more thoughtfully, manage properly, and exit employees with dignity. If this group operates with accountability, the lifecycle of an employee becomes more productive and meaningful. Less time and money is spent on the PMO side of the house.
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“Wait,” you tell me. “This is my company’s plan!”
“No it’s not,” I tell you.
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“My company is doing this right now,” you say.
“No it’s not,” I respond.
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“This isn’t as articulate or strategic as my company’s HR strategy,” you challenge.
“You’re right,” I say. “It’s practical and a no-brainer.”
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“This model has failed in the past,” you insist.
“Maybe you didn’t do it right,” I suggest.
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I like your thoughts. Please also write part 2 “How to do it right”. I’m sure you already have a couple of ideas swirling in the back of your head.
My husband tells me that I’m living in a dream world and that we’ll always need people around (i.e., HR) to help with the maintenance of the organization. It’s not all strategy. You have to keep things running, too.
So now I’m like, “Wait? Am I the janitor of the organization?”
He said, “That’s not the point I was trying to make.”
I said, “I’m blogging that, anyway.”
This is your last chance, Laurie. After this, there is no turning back. You take the blue pill – the story ends, you wake up in your bed and continue working in PMO. You take the red pill – you stay in Wonderland and I show you how deep the PTM-hole goes.
Christ, I would take the blue pill.
All we are saaaaaaaaaaaaayin is give PMO and PTM a chaaaaaaaaaaance
I agree Laurie, simplified approach for a Talent initiative is needed for companies to gain real value more quickly.
@wenchie you are so awesome.
@megbear Thanks for leaving a comment. xxxooo