Human Resources Today – Leveraging Strategy & Keeping Talent

Over the years, I’ve worn a lot of company hats – mostly in the marketing arena – but through some start-up firms, I’ve also assisted in the accounting, administrative, human resources and sales departments.

(Is it still called a department when it’s one person?) Through all the recruiting, hiring and firing throughout my career, I’ve learned a lot about people, and how to use technology to best serve their needs and mine. It’s been a few years since I’ve had a major role in HR, but I wish there was an HR Shared Services solution at my disposal at that time!

Leveraging Strategy

Back in the day, human resources was mostly a forms-driven administrative function of seeking out and hiring qualified candidates. But the scope and function of HR has evolved, according to Rob Thomas, CEO of Great Place to Work as posted on TLNT;

“The transformation of Human Resources from an administrative function to a high-level strategic function has moved at warp speed since the recession took hold.” Mr. Thomas goes on to explain how the HR function was “chomping at the bit” to move to the next level, but often had little experience about the overall scope of the business. He continues, “However with the understanding of the value of a company’s human assets, there is a great need to ensure that the talent is not just on board but also properly motivated, developed and engaged.”

When I first started working with Neocase Software, I had to bring my rudimentary past knowledge of human resources processes and procedures up-to-speed and educate myself to the innovative, proactive and strategic function that the role has become and how it impacts the business overall. In today’s business model, HR plays a vital role in the strategic direction and ongoing growth of an organization – contributing to a ‘dynamic company culture’ by ridding ‘old-school’ practices. (From we work).

Keeping Talent

A common assumption by many is that people quit their jobs due to poor pay.  The results of a recent Forbes Magazine study, as well as a Gallup Poll of more than one million US workers taken a few years ago, beg to differ. Both of these sources show that the top reasons for people quitting their jobs are due to lack of career advancement and poor communication with managers.

There are indicators that can be heeded to stem the flow of top talent from running to the competition – keeping attune to things such as unclear expectations by employees and managers, lack of commitment to work and no feeling of connection with the company and managers. All of this and more may be better managed through the implementation and proactive use of HR Shared Services systems – to help both HR professionals and managers keep communication focused, turnover low, and their valued employees from walking out the door.