HR Organizations Lack Critical Skills for Success in 2011

EXCERPT Bersin & Associates - “The High-Impact HR Organization: Top 10 Best Practices on the Road to Excellence.”


• Companies that empower key HR professionals to take on a “strategic business partner” role create HR teams that outperform the average HR organization by 25 percent or more. Such companies typically outsource HR administrative functions and realign their HR business partners to work with line executives on hiring, coaching, leadership and collaboration.

• Most HR organizations are poorly prepared for the future: they are not fully familiar with social networking, new career models, global recruiting and leadership, or enterprise change management. As a result, HR organizations that focus heavily on more advanced internal HR skills outperform those that do not.

• HR’s strategic ownership of knowledge-sharing, collaboration and social networking drives greater business impact than many traditional HR strategies. Companies that focus on these modern tools for empowerment are delivering twice the business improvement of those that focus on traditional HR strategies such as pay-for-performance or new HR information management systems.

• Engaging in the leading-edge practice of workforce planning, including enterprise forecasting and skills-gap scenario planning, is one of the greatest drivers of business results. For example, companies that excel in workforce planning drive four times the value of those who focus on the consolidation of HR technology systems.

• HR must still excel at the basics. Payroll, benefits, administration are still critical factors in business success, and today these functions must be globalized and deal with a highly contingent workforce.
 
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