Human Resources teams often feel as though leaders do not recognize their work as something that provides value to the organization. Since HR effectiveness can be difficult to quantify, it is often dismissed as something that is necessary for the business, but does little to advance the corporate strategy and vision. However, one of the key functions of HR is hiring, and the biggest asset in any organization is its people. With the right hiring strategies in place, HR can drive the success of corporate strategy.
Hiring Strategies Won’t Execute In A Vacuum
In an effort to get a seat at the corporate planning table, many HR leaders move ahead with their own plans for strategic hiring that they develop and implement independently. However, if HR really wants to achieve a buy-in from the executive team, they need to adopt a collaborative approach. By working with the CEO, COO, and CFO, HR leaders can align their hiring strategies with the goals of the organization. In addition, working directly with other departmental and business unit leaders, the hiring strategy can better meet the needs of those who will feel a direct impact from new hires.
The CFO can be an invaluable reference when it comes to quantifying results of a hiring strategy. CFOs focus on numbers and measurements. Together, HR leaders and Finance leaders can devise a way to calculate a hiring strategy’s impact on corporate initiatives. Later, the HR department has hard data they can use to support future investments in hiring.
Developing partnerships with the executive leadership team not only strengthens an HR leader’s relationships, but it can go a long way toward earning HR a seat at the executive table when it comes time to talk long-term business strategy.
A Strong Hiring Strategy Includes Retention
A comprehensive hiring strategy should not only focus on recruiting new talent, but should also include training and development elements that help with long-term talent retention. Hiring and promoting from within costs less, and works toward meeting the long-term strategic goals of the organization. Current employees who are great at what they do and who have “bought in” to the company mission and vision are a valuable resource for growth.
The organization needs systems and processes that allow managers and leaders to not only identify high-performers, but give those individuals a clear path for career development. When employees have the opportunity to learn new skills, hone their existing skills, and take on new projects, they feel more engaged in their work and connected to their jobs. When leaders recognize their efforts and give them a chance to grow, it builds loyalty. Those employees will be far less likely to seek outside opportunities when they know that leadership invests in their success.
If HR can spearhead the implementation of those systems and processes and demonstrate to the executive team how these have positively affected employee engagement and retention and have reduced hiring costs, the demonstration of this strategic vision should earn HR a seat at the leadership table.
In many organizations, HR does not have a seat at the executive table. By taking some creative steps to align a hiring strategy with company goals and organizational development, HR leaders can take strides to earn a seat. Even if they aren’t invited in to the inner circle, these initiatives will, at the very least, improve communication and strengthen relationships with the leadership team.
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