MANY HUMAN resources departments are taking a breath after a hectic period processing the induction of dozens, or sometimes hundreds, of graduate recruits in the first week of September.
This is a testing period for larger HR departments, as managers elsewhere in the organisation expect recruits to be processed efficiently. They should be paid the correct salary, have holiday entitlements logged efficiently and, if a problem arises, the HR people should know the rules of engagement and ensure the firm does not end up in litigation.
That's it as far as non-HR colleagues are concerned, but it's not much comfort for the HR manager who wants to be considered a "business partner" rather than a finder and processor of units of labour.
If HR managers want to be taken seriously and avoid being replaced by outsourced personnel services, they need to take seven crucial steps, according to new research conducted by Roehampton University in London.
Based on a study of large organisations that have developed a corps of senior and respected HR managers such as Royal Dutch Shell, Royal Bank of Scotland, KPMG, Allianz Insurance and Sony Ericsson, the methodology follows last year's findings in the Changing HR Function research project undertaken by the Chartered Institute of Personnel and Development. The seven steps are:
• Financial management: know enough to feel comfortable with key financial data and be able to question the assumptions underlying projections;
• Strategy and leadership: be able to understand how an organisation's strategy-making processes work and have the leadership confidence to execute it in different contexts;
• Relationship management: an ability to build good relationships across a spectrum of stakeholders inside and outside the organisation;
• Information management: build expertise in management information systems and be able to monitor key performance metrics;
• Programme and project management: have the skills and knowledge to manage and co-ordinate complex change projects;
• Know about difference: ensure you have some unusual experiences, whether this means you have worked overseas, been seconded to some key transformation project, or have a detailed understanding of some process or market segment;
• Personal development: know your own strengths and weaknesses and improve career self-management by enhancing skills such as influencing, negotiating or cultural awareness.
• Gerald Flynn is an employment specialist with Align Management Solutions
