Belling the HR cat – or is it the CEO?
In response to my post 2 weeks ago, a VP-HR e-mailed this comment to me. She has given permission to share, but anonymously.
“So true! We used to have all the managers at our monthly Managing Committee meeting. I am the VP-HR and I report to the COO who was the Director Finance, Admin & Compliance. I have stated over and over that it hampers the strategic mission when HR does not report to the CEO.
One day we were all advised by the CEO, that only the SVP’s were to attend the monthly meetings. Note that there is no SVP of HR, so I am the head of HR. What occurs now is that HR occasionally gets snippets of hand-me-down information from the meetings. I feel like I am operating blind. I have discussed this with the CEO, who really has no expertise in HR, and highlighted to him that only the revenue side of the business was represented at the meetings. There was a concession and I was told that they would invite me quarterly. To date that has not happened. Sadly, the organisation has taken note, because they are now of the opinion that they are not valued. They see HR as the person who looks out for them, and rightly so. After all, who else will? It’s not as if HR gets the minutes from the meetings…there is nothing. The recording secretary knows more than the VP-HR! Something has to give…. I’m not surprised that you have been hearing ‘’quietly”. HR is so used to getting slapped on the wrist, especially by persons who are clueless about how HR should really operate”.
This scenario places the responsibility squarely with the CEO. Sadly, in my experience, this experience is not unusual. So what can the CEO do?
- Go deep within and ask yourself if you TRULY value the people in your organization. If you do, yet the scenario in your organization is similar to the above, then consider your own misalignment, and consider:
- Have the head of HR report directly to you – NO-ONE in between.
- Include the head of HR in your Executive Committee – a full seat at the table
- Take some time to really understand the HR function in your organization. Is it serving a strategic role? If not, how can it (refer to Ram Charan’s article as one solution).
- Consider the succession paths of your senior leaders – should a “stint” in HR be part of their preparation?
- Consider the succession path of your head of HR – is he/she a possible successor to you? If so, then focus on his/her preparation. If not, then you have some decisions to make ….
- If your head of HR is a woman, honestly examine any gender biases you may hold, whether you are a male or female CEO. And read Sheryl Sandberg’s book “Lean In” for some insight.
In my years of leading people, in consulting and coaching, it all boils down to people. Money doesn’t make things happen, systems and processes do not make things happen, machines do not make things happen. People do. Make sure that your people are valued and that they know it. Checking how you treat the head of HR is a good place to start.
TAKE ONE ACTION
The issues I have posed above need careful contemplation on your part. Take one action – get out of the office into a quiet place where you will be uninterrupted. Do not take your mobile or any other electronic device with you. It’s just you. Solitude, stillness opens space for your own self-reflection, deep questioning and honesty. New ideas will emerge. Write them down, explore them, and see what comes up. As leaders we often forget how important “thinking time” is. Nelson Mandela had 27 years of thinking time – no wonder he was so great a leader.
INTERESTING LINKS
Anne Crick, a lecturer at the University of the West Indies, has written a great article on why a good technical team member does not always make a good manager, and some things to consider when you decide to promote into the management ranks. Preparation and orientation are key.
– click to view article
As I sit here in my orange blouse and orange leather jacket, I am grateful I don’t have an interview today! But who cares? Well apparently, interviewers subconsciously do. Next time you are interviewing someone, check your own thoughts – are you judging them based on something as innocuous as the colour of their garb?
– click to view article
The HRM reports directly to the MD in my organization. But she still does not have a seat or voice at executive meetings. My analysis is that the position of HRM is not seen as a top executive job deserving of being in the highest pay scale of the organization.
How does one get around this hurdle?
Only the MD can make this change. Somehow, he has to see how crucial people are to EVERYTHING in the organisation. This is where executive coaching can be of real vallue – helping people to discover deeply held beliefs, change them and change the decisions they make! Sounds simple, and it is, but it takes time.
Blessings
Marguerite
Further to Marie’s comment, perhaps the HRM needs to make the case to the MD herself … FORCEFULLY about why HR needs to be in those executive meetings. No battle was ever won without a fight.
Blessings
Marguerite
Let’s face facts. Most CEOs are subject matter experts for the core business of their companies. They are not HR experts, do not want to be HR experts and if the bottom line is positive, do not see the need for HR at the strategic table.
So we HR experts must insinuate ourselves around this table by strategic partnerships. BUT we must have our HRD
and self in order and ask ourselves some hard questions. Are we truly strategic? Are we able to impact the bottom line and prove this.
Finally, we may have to take some hard personal decisions. For me, I will not be a part of a company where HR is not at the strategic table. Sounds a bit extreme I agree but our time, effort and contribution are worth it, don’t you think?
Marie
You are so right. It’s one thing for HR heads to say “The CEO won’t allow it” – quite another to take up the challenge, educate the CEO and demand a seat at the table. And that’s what I was pointing to in my first article – the problem with HR is …. HR. Step up and stop cowering! I love that YOU set the terms for your employment – as it should be.
Blessings
Marguerie