At the end of January, my membership in the local HR Association came up for renewal, as did my certification requirement for the CHRP designation. Over the previous several months I debated whether or not to continue with either. I am moving into a new career arena and my satisfaction with the association and the designation had become increasingly poor over the past several years.
My decision shortly before the renewal date arrived was to let both lapse. I debated maintaining the designation for a further three year term but discovered that one is required to also maintain the association membership in order to do so. It was not a good return on investment to do this, therefore my decision was based primarily on a business decision but also on a quality factor.
My decision to forgo the designation is based on the fact that recertification points are offered for attendance at events that in my opinion do not improve ones ability to perform on the job. Points are awarded for attendance at a 1.5 hour session, which in my experience consists of about 20 minutes of introductions to everyone in the room and one hour of a consultant essentially selling a product, with a short question and answer session at the end.
In addition, the attribution of points for various events appears to lack logic. For example, you are awarded 30 points when you have a Masters thesis accepted and you are also awarded 30 points for attending a series of short seminars over the course of a 3 day conference.
While there is a significant requirement to demonstrate a high level of learning and application over a two year period for the Masters degree, there is no requirement to demonstrate that sitting through those seminars improves your ability to perform on the job. All you need do is hang in there for a few days and provide 'proof' via a receipt that you attended the conference. Given that fact, what logic was applied to awarding the same number of credits for both those events?
If HR professionals want this designation to attain real credibility then there is a need to sharply step up the requirements for recertification. The fact that it is all too easy to recertify shows up in a lack of high quality output on the job. The stream of complaints and HR bashing in the news and among employees and management in organizations is occuring for a reason and HR needs to start paying attention.
Wednesday, March 24, 2010
Saturday, February 6, 2010
Will HR Become More Effective?
HR has the unfortunate tendency to be inward focused; rather than collaboratively engaging cross functional colleagues in HR project design and implementation, they garner sources of information from other HR practitioners to inform their project process. Successful HR projects that drive business goals require the expertise, input and engagement of the rest of the organization. Therefore the CHRP should include a significant requirement to develop a high level of competency in cross functional collaboration, project management and systems thinking. Business acumen is all well and good but of little value if you are unable to discern the need to engage others appropriately.
Of all members of an organization, the HR practitioner should be the role model of collaborative effort and show leadership in the practice of engaging others in business oriented projects. Yet too often, HR is seen as a department that is somewhat isolated and out of touch from the rest of the organization.
If HR associations took a different approach to the surveys they send out regarding the value of services offered by association to practitioners, they would gather radically different input. Send out a survey regarding the effectiveness of HR in their organization, to the non-HR employees and you will gather a very different perception of what needs to be done if HR is ever to begin to garner the respect they claim to want. To get the ‘seat at the table’, a stated desire that gets tossed out there so often will be attained by radical change. Is HR up to that challenge?
Of all members of an organization, the HR practitioner should be the role model of collaborative effort and show leadership in the practice of engaging others in business oriented projects. Yet too often, HR is seen as a department that is somewhat isolated and out of touch from the rest of the organization.
If HR associations took a different approach to the surveys they send out regarding the value of services offered by association to practitioners, they would gather radically different input. Send out a survey regarding the effectiveness of HR in their organization, to the non-HR employees and you will gather a very different perception of what needs to be done if HR is ever to begin to garner the respect they claim to want. To get the ‘seat at the table’, a stated desire that gets tossed out there so often will be attained by radical change. Is HR up to that challenge?
Wednesday, January 13, 2010
Competency Development: Collaboration
Perhaps the most important competency HR professionals can develop is the ability to show leadership in collaboration. Collaboration is often defined as a problem solving competency, another way to look at it is for goal accomplishment.
Rather than viewing collaboration as a means to only solve problems, consider it as a way to develop a business case for a program that you see as innovative and important to the future success of the business. Working collaboratively means access to greater resources, recognition and reward when facing competition for finite resources.
For the HR professional, this means engaging subject matter experts across the organization to develop the best practice approach to accomplishing a goal. Perhaps your goal is to launch Social Media/Web 2.0 applications in the organization. In order to develop a comprehensive business case for the project you need to access expertise in IT, Marketing, Communications, and Learning and Development.
Engaging others to share their expertise requires that while you are taking a leadership role in developing a collaborative effort, you must ensure that all participants are committed to the success of the project. This requires that you use well developed leadership skills, especially in the competency areas of Emotional Intelligence.
When you are researching information related to the project through the internet Google searches are a very useful tool. A key resource via internet research however is the use of Social Media groups where you can access a vast scope of expertise; join groups that are not specific to HR as you will develop comprehensive and useful information resources by inviting knowledge that is diverse.
To start the discussion of what you ‘see’ as the goal(s) for the project, summarize the information you gather through online research. Ask the participants that you have engaged in your project for their thoughts on that information in relation to integration in your organization and what else needs to be considered.
Rather than viewing collaboration as a means to only solve problems, consider it as a way to develop a business case for a program that you see as innovative and important to the future success of the business. Working collaboratively means access to greater resources, recognition and reward when facing competition for finite resources.
For the HR professional, this means engaging subject matter experts across the organization to develop the best practice approach to accomplishing a goal. Perhaps your goal is to launch Social Media/Web 2.0 applications in the organization. In order to develop a comprehensive business case for the project you need to access expertise in IT, Marketing, Communications, and Learning and Development.
Engaging others to share their expertise requires that while you are taking a leadership role in developing a collaborative effort, you must ensure that all participants are committed to the success of the project. This requires that you use well developed leadership skills, especially in the competency areas of Emotional Intelligence.
When you are researching information related to the project through the internet Google searches are a very useful tool. A key resource via internet research however is the use of Social Media groups where you can access a vast scope of expertise; join groups that are not specific to HR as you will develop comprehensive and useful information resources by inviting knowledge that is diverse.
To start the discussion of what you ‘see’ as the goal(s) for the project, summarize the information you gather through online research. Ask the participants that you have engaged in your project for their thoughts on that information in relation to integration in your organization and what else needs to be considered.
Friday, January 8, 2010
Does Your Succession Plan Work?
This example shows how a leader that the succession planning process missed turned out to be the best choice for the job. The organizations’ succession plan identified specific people who were thought by their managers to have the potential to fill leadership positions. The development plan included coaching, support for ongoing education, leadership development programs, and opportunities to work in cross functional areas to gain tactical experience.
For employees that were not included in the succession plan, the opportunities available to them for promotion to leadership positions were support for continuing education, the opportunity to volunteer for various organization wide committees, and the ability to apply for leadership positions posted internally. The internal hiring process mirrored the external process.
In one such competition there were several candidates for a management position, but only two of these candidates are noted in this post.
One candidate was reluctantly nudged into the competition by others that felt he had demonstrated many of the competencies required. He consistently exhibited a solid understanding that everyone’s contribution to the organization was critical to the success of the organization. He was well respected both on a technical basis and an interpersonal basis by his peer group. He influenced the attitudes of his co-workers in a way that built commitment to quality and productivity. However, in his over ten years of experience, he had never expressed an interest in a leadership position; had not taken advantage of the opportunity to advance his formal education, or volunteered for any of the committees that would have him ‘noticed’ by the leaders of the organization.
Another candidate who had expressed an eagerness to attain a management position applied for the competition. During his employment with the organization he had taken advantage of the support for continuing education and volunteered for many of the organization wide committees. He was respected for his technical knowledge, however his interpersonal skills did not garner the level of trust and respect that the other candidate enjoyed. His influence with his coworkers was compromised because his skills (emotional intelligence) needed development in several areas.
Each candidate underwent an extensive interview process and wrote an exam that required knowledge of the business and a solid understanding of leadership practices. Once the interview and exam phases were complete the interviewing panel tabulated the results. The ‘reluctant’ candidate topped the list with the highest score, the ‘eager’ candidate placed fifth (out of six candidates) in the ranking.
Many of the criteria for ranking the candidates were items that could be objectively ranked, while the emotional intelligence items by nature had a certain amount of subjectivity in the rankings. The rankings were 80% objective and 20% subjective.
Why did the reluctant candidate fair so well in the rankings? By all appearances and criteria set by the organization for leadership he appeared to be a follower rather than a leader. Yet close observation of his actions throughout his work life and analysis of his interview and test results showed a remarkable level of understanding how to coach and motivate people.
Previous managers that he had reported to failed to submit his name for leadership development, in part because he did not overtly seek such a position. But also, because they failed to note his demonstrated skills and thus did not coach and mentor him.
The succession planning process, which appeared to be comprehensive, failed in one important aspect-the managers that submitted names were not adequately trained to effectively evaluate candidates. In this situation the internal hiring process filled in the gap.
For employees that were not included in the succession plan, the opportunities available to them for promotion to leadership positions were support for continuing education, the opportunity to volunteer for various organization wide committees, and the ability to apply for leadership positions posted internally. The internal hiring process mirrored the external process.
In one such competition there were several candidates for a management position, but only two of these candidates are noted in this post.
One candidate was reluctantly nudged into the competition by others that felt he had demonstrated many of the competencies required. He consistently exhibited a solid understanding that everyone’s contribution to the organization was critical to the success of the organization. He was well respected both on a technical basis and an interpersonal basis by his peer group. He influenced the attitudes of his co-workers in a way that built commitment to quality and productivity. However, in his over ten years of experience, he had never expressed an interest in a leadership position; had not taken advantage of the opportunity to advance his formal education, or volunteered for any of the committees that would have him ‘noticed’ by the leaders of the organization.
Another candidate who had expressed an eagerness to attain a management position applied for the competition. During his employment with the organization he had taken advantage of the support for continuing education and volunteered for many of the organization wide committees. He was respected for his technical knowledge, however his interpersonal skills did not garner the level of trust and respect that the other candidate enjoyed. His influence with his coworkers was compromised because his skills (emotional intelligence) needed development in several areas.
Each candidate underwent an extensive interview process and wrote an exam that required knowledge of the business and a solid understanding of leadership practices. Once the interview and exam phases were complete the interviewing panel tabulated the results. The ‘reluctant’ candidate topped the list with the highest score, the ‘eager’ candidate placed fifth (out of six candidates) in the ranking.
Many of the criteria for ranking the candidates were items that could be objectively ranked, while the emotional intelligence items by nature had a certain amount of subjectivity in the rankings. The rankings were 80% objective and 20% subjective.
Why did the reluctant candidate fair so well in the rankings? By all appearances and criteria set by the organization for leadership he appeared to be a follower rather than a leader. Yet close observation of his actions throughout his work life and analysis of his interview and test results showed a remarkable level of understanding how to coach and motivate people.
Previous managers that he had reported to failed to submit his name for leadership development, in part because he did not overtly seek such a position. But also, because they failed to note his demonstrated skills and thus did not coach and mentor him.
The succession planning process, which appeared to be comprehensive, failed in one important aspect-the managers that submitted names were not adequately trained to effectively evaluate candidates. In this situation the internal hiring process filled in the gap.
Monday, December 28, 2009
Some Resources: Employment Status and Severance Packages in Canada
To determine how to approach the question of severance compensation when you are laid off you must first determine whether your role was regulated by the federal or provincial employment standards. You can check the following three links to determine, first which applies, then to access the standards.(**Please note that the following information is not intended to convey any form of legal advice, it is simply resources that you can find on the internet to guide you in your decision making.)
Link to determine if your workplace is regulated federally or provincially: http://www.rhdcc-hrsdc.gc.ca/eng/labour/employment_standards/regulated.shtml
There is a link on this page that will take you to the Canada Labour Code should you determine that your organization was federally regulated:
http://laws.justice.gc.ca/en/L-2
If your organization is provincially regulated the following link will take you to the Employment Standards Act for your province:
http://www.rhdcc-hrsdc.gc.ca/eng/labour/employment_standards/ministries.shtml
If your position is covered by a collective agreement, the provisions of the collective agreement shall prevail, except in the circumstance that the collective agreement provision does not meet the minimum applicable labour/employment standards.
Severance packages only need meet the standards; however, in most cases they will go beyond the basic standards. Courts will generally consider the following: age, level of responsibility (entry through to senior executive level), length of service with the organization and the availability of similar work and compensation in the market place.
Outplacement Counseling and Your Job Search
If you are laid off you must mitigate your circumstance by conducting a serious search for new employment, or develop a feasible plan for your own business.
Your ex-employer may offer outplacement counseling as part of your severance package. Before accepting this first consider whether or not you really need this service. There are many resources available on the internet to help you in your search for a new position, so if you have access to a computer and internet service you may not need the outplacement counseling.
Once you research appropriate job search and resume/cover letter writing information via the internet you should discuss your approach with a few people to help ensure that you have the best resume and cover letter possible and to help you practice interview skills. Ask people you trust that have experience in management, human resources, and recruiting to review your resume and cover letter and to help you practice interview skills. Join Social Networking groups such as those found on LinkedIn as you will find further resources and networking opportunities available to you there.
A few online resources for writing resumes and cover letters and tips for developing interview skills can be found at:
http://www.workopolis.com/work.aspx?action=Transfer&View=Content/Common/WorkLoginView&lang=EN
http://www.monster.com/
http://seekers.jobbank.gc.ca/common-commun/login-connection.aspx?redirect=true&target=1&lang=en-CA
http://www.resume-resource.com/examples.html
http://jobsearch.about.com/od/interviewquestionsanswers/a/interviewquest.htm
Check out the free resources available to you before opting for outplacement counseling as those packages can cost several thousand dollars and you may be better off negotiating that amount into your package. If you haven’t conducted a job search in a long time or do not feel confident that you can access the needed resources on your own, then the outplacement counseling may be appropriate for your situation.
Should You Obtain Legal Counsel?
If you have long service with your organization, perhaps in the ten year range, and you are in the 45+ age category, you may consider at least consulting with an experienced employment lawyer if the severance package offered to you either just meets or barely exceeds the appropriate employment standards requirements.
An experienced lawyer will be able to advise you as to whether your compensation package is appropriate or not within about 30-45 minutes. Many firms post their hourly rates on their websites, if not, simply ask when you call for an appointment. Ask around for references as you want a lawyer that will negotiate a reasonable package in a manner that maintains a respectful relationship with your ex-employer.
Common Forms of Severance Packages
The most likely form of severance package that you may be offered is a continuing salary for a specific amount of time. There will be a caveat that should you obtain new employment or become self-employed prior to the end of that period, the balance of the severance will be paid out as a lump sum at 50% only. You may also be offered certain benefits coverage to be continued for a specified period of time, although some benefits require that you be actively at work and may not apply. Other items that are often offered are outplacement packages as discussed above and a reference letter.
Often an option to accept a severance package in a lump sum may be available if you ask. This may come with a caveat, such as a discounted rate. You should consult with a lawyer prior to making a decision.
.(**Please note that the above information is not intended to convey any form of legal advice, it is simply resources that you can find on the internet to guide you in your decision making.)
Link to determine if your workplace is regulated federally or provincially: http://www.rhdcc-hrsdc.gc.ca/eng/labour/employment_standards/regulated.shtml
There is a link on this page that will take you to the Canada Labour Code should you determine that your organization was federally regulated:
http://laws.justice.gc.ca/en/L-2
If your organization is provincially regulated the following link will take you to the Employment Standards Act for your province:
http://www.rhdcc-hrsdc.gc.ca/eng/labour/employment_standards/ministries.shtml
If your position is covered by a collective agreement, the provisions of the collective agreement shall prevail, except in the circumstance that the collective agreement provision does not meet the minimum applicable labour/employment standards.
Severance packages only need meet the standards; however, in most cases they will go beyond the basic standards. Courts will generally consider the following: age, level of responsibility (entry through to senior executive level), length of service with the organization and the availability of similar work and compensation in the market place.
Outplacement Counseling and Your Job Search
If you are laid off you must mitigate your circumstance by conducting a serious search for new employment, or develop a feasible plan for your own business.
Your ex-employer may offer outplacement counseling as part of your severance package. Before accepting this first consider whether or not you really need this service. There are many resources available on the internet to help you in your search for a new position, so if you have access to a computer and internet service you may not need the outplacement counseling.
Once you research appropriate job search and resume/cover letter writing information via the internet you should discuss your approach with a few people to help ensure that you have the best resume and cover letter possible and to help you practice interview skills. Ask people you trust that have experience in management, human resources, and recruiting to review your resume and cover letter and to help you practice interview skills. Join Social Networking groups such as those found on LinkedIn as you will find further resources and networking opportunities available to you there.
A few online resources for writing resumes and cover letters and tips for developing interview skills can be found at:
http://www.workopolis.com/work.aspx?action=Transfer&View=Content/Common/WorkLoginView&lang=EN
http://www.monster.com/
http://seekers.jobbank.gc.ca/common-commun/login-connection.aspx?redirect=true&target=1&lang=en-CA
http://www.resume-resource.com/examples.html
http://jobsearch.about.com/od/interviewquestionsanswers/a/interviewquest.htm
Check out the free resources available to you before opting for outplacement counseling as those packages can cost several thousand dollars and you may be better off negotiating that amount into your package. If you haven’t conducted a job search in a long time or do not feel confident that you can access the needed resources on your own, then the outplacement counseling may be appropriate for your situation.
Should You Obtain Legal Counsel?
If you have long service with your organization, perhaps in the ten year range, and you are in the 45+ age category, you may consider at least consulting with an experienced employment lawyer if the severance package offered to you either just meets or barely exceeds the appropriate employment standards requirements.
An experienced lawyer will be able to advise you as to whether your compensation package is appropriate or not within about 30-45 minutes. Many firms post their hourly rates on their websites, if not, simply ask when you call for an appointment. Ask around for references as you want a lawyer that will negotiate a reasonable package in a manner that maintains a respectful relationship with your ex-employer.
Common Forms of Severance Packages
The most likely form of severance package that you may be offered is a continuing salary for a specific amount of time. There will be a caveat that should you obtain new employment or become self-employed prior to the end of that period, the balance of the severance will be paid out as a lump sum at 50% only. You may also be offered certain benefits coverage to be continued for a specified period of time, although some benefits require that you be actively at work and may not apply. Other items that are often offered are outplacement packages as discussed above and a reference letter.
Often an option to accept a severance package in a lump sum may be available if you ask. This may come with a caveat, such as a discounted rate. You should consult with a lawyer prior to making a decision.
.(**Please note that the above information is not intended to convey any form of legal advice, it is simply resources that you can find on the internet to guide you in your decision making.)
Tuesday, November 17, 2009
Recruitment and Succession Plans
One of the hottest topics in the business sections of various Medias three years ago was the skills/competencies shortage experienced by companies in Canada, and the prediction that this would become a larger issue over the next ten years. It seemed that not only was there a skills shortage, defined as not enough people with specific skill sets and experience, but that there was a perceived shortage of people to fulfill roles, skills or no skills. Given the current global economic downturn and massive layoffs, is the skills/competencies shortage still a critical factor? If you talk to business leaders about their organizations succession plans it appears that the shortage of skills/competencies still exists.
The shortage is to some degree related to ineffective or non existent development plans, and the failure to include the competency commitment to learning in the hiring process, rather than the size of the available labour pool. Is your organization developing short-lived strategies to lure skilled workers to your business? Alternatively, are companies looking to the future and developing solid succession plans?
An effective recruitment system does not stop at the actual hiring of a new employee. It seems that the need for an effective orientation process is a well-accepted practice these days. Nevertheless, is the need to link a succession plan to the recruitment system a practice at all? Listening to leaders as they discuss their specific leadership and labour shortages, I begin to wonder how many even have succession plans. Moreover, it is not just leaders; a casual coffee with friends reveals that many are noticing the gaps in experience and skills sets within the organizations they work for, whether they are in leadership positions or non-leadership positions. When asked about the succession planning process for the organization, the answers are similar….well I’m not sure there is a succession plan.
A good succession plan should be a solidly linked component of the recruitment system, not a stand-alone program. There are many reasons why there are labour and leadership shortages, and the entire problem cannot be attributed to any one reason. However, organizations can begin to inoculate themselves from the impact of such shortages by looking at developing a recruitment system that links every aspect of an employee’s career development beginning with the recruiting action through to the succession plan of the organization. It is true that not everyone hired will ultimately be part of the leadership succession plan, but everyone hired is expected to contribute to the success of your business, so it makes sense to consider development of all your employees in some form.
When you audit the competencies available in your organization for current training and development needs and succession planning, do you also audit the competencies available in your organization for the future, to adapt to the changes coming in your industry? Are you reading this thinking that in your industry, change doesn’t occur that rapidly and you don’t need to be as concerned about employee’s commitment to learning? Have you looked beyond your specific industry/current target market to be aware of forces that may affect your revenue streams? How far ahead do you plan/predict future competency needs?
The ability of organizations to adapt to changing needs requires that HR work collaboratively across the organization to identify and develop the competencies/skills required to support the business in the future. HR programs must be clearly and solidly linked not just to other HR programs but to fully support and integrate with non-HR projects and activities throughout the organization.
The shortage is to some degree related to ineffective or non existent development plans, and the failure to include the competency commitment to learning in the hiring process, rather than the size of the available labour pool. Is your organization developing short-lived strategies to lure skilled workers to your business? Alternatively, are companies looking to the future and developing solid succession plans?
An effective recruitment system does not stop at the actual hiring of a new employee. It seems that the need for an effective orientation process is a well-accepted practice these days. Nevertheless, is the need to link a succession plan to the recruitment system a practice at all? Listening to leaders as they discuss their specific leadership and labour shortages, I begin to wonder how many even have succession plans. Moreover, it is not just leaders; a casual coffee with friends reveals that many are noticing the gaps in experience and skills sets within the organizations they work for, whether they are in leadership positions or non-leadership positions. When asked about the succession planning process for the organization, the answers are similar….well I’m not sure there is a succession plan.
A good succession plan should be a solidly linked component of the recruitment system, not a stand-alone program. There are many reasons why there are labour and leadership shortages, and the entire problem cannot be attributed to any one reason. However, organizations can begin to inoculate themselves from the impact of such shortages by looking at developing a recruitment system that links every aspect of an employee’s career development beginning with the recruiting action through to the succession plan of the organization. It is true that not everyone hired will ultimately be part of the leadership succession plan, but everyone hired is expected to contribute to the success of your business, so it makes sense to consider development of all your employees in some form.
When you audit the competencies available in your organization for current training and development needs and succession planning, do you also audit the competencies available in your organization for the future, to adapt to the changes coming in your industry? Are you reading this thinking that in your industry, change doesn’t occur that rapidly and you don’t need to be as concerned about employee’s commitment to learning? Have you looked beyond your specific industry/current target market to be aware of forces that may affect your revenue streams? How far ahead do you plan/predict future competency needs?
The ability of organizations to adapt to changing needs requires that HR work collaboratively across the organization to identify and develop the competencies/skills required to support the business in the future. HR programs must be clearly and solidly linked not just to other HR programs but to fully support and integrate with non-HR projects and activities throughout the organization.
Wednesday, November 11, 2009
HR Vision
Challenging assumptions means questioning the everyday things you take for granted and getting away from old ideas. This may be one of the most effective things that those in the HR Profession can do to improve their performance in the workplace. The concept of Paradigm Shift was popular in management literature about eight years ago. It was adapted from the theory developed for science by Thomas Kuhn (1962), The Structure of Scientific Revolution, into a broader social context. “Think of a paradigm shift as a change from one way of thinking to another. It is a revolution, a transformation, a sort of metamorphosis. It does not just happen, but is driven by agents of change. We all look at the world around us in accordance with a certain paradigm. The paradigm we use depends on what we believe is reliable and true.” (Wikipedia, http://en.wikipedia.org/wiki/Paradigm_shift)
HR articles often note that HR Professionals want to have a ‘seat at the table’ but are not attaining the respect required to get there. As any business leader will tell you finding the right balance to priority setting means developing multiple competencies. There have been many articles and seminars over the past several years advising HR Practitioners on how to develop competencies such as business acumen and HR metrics that should be integrated as part of the basics of the role of HR. Perhaps it is time for HR Leaders to begin to shift some of their focus to vision. Successful leaders have a vision; they use creativity and innovation combined with their other leadership skills and knowledge to develop a vision for the organization. HR Leaders need to be able to develop a vision for the contribution of HR to the success of the organization. This vision must clearly support the overall organizational vision and goals, and the HR Leader must adapt this vision as various change drivers, both internal and external will create the need to adapt.
Creating a vision requires big picture thinking. One must be able to assimilate the forces of change and trends that will impact the business and develop a flexible goal that will ensure the employees in the organization will thrive productively.
HR articles often note that HR Professionals want to have a ‘seat at the table’ but are not attaining the respect required to get there. As any business leader will tell you finding the right balance to priority setting means developing multiple competencies. There have been many articles and seminars over the past several years advising HR Practitioners on how to develop competencies such as business acumen and HR metrics that should be integrated as part of the basics of the role of HR. Perhaps it is time for HR Leaders to begin to shift some of their focus to vision. Successful leaders have a vision; they use creativity and innovation combined with their other leadership skills and knowledge to develop a vision for the organization. HR Leaders need to be able to develop a vision for the contribution of HR to the success of the organization. This vision must clearly support the overall organizational vision and goals, and the HR Leader must adapt this vision as various change drivers, both internal and external will create the need to adapt.
Creating a vision requires big picture thinking. One must be able to assimilate the forces of change and trends that will impact the business and develop a flexible goal that will ensure the employees in the organization will thrive productively.
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