Setting Objectives – HR’s Value Proposition

Setting Objectives – HR’s Value Proposition

In the past I remember a General Manager at one of the mine sites where I worked who was a visionary HR thinker. He used to call me into the office and present new ideas and HR initiatives, many of which were fantastic ideas and many of which had the potential to improve the Company in some way. If I didn’t have at least 30 projects on my HR to do list then chances are he was on a rare period of leave. Whilst the approach often frustrated my co-Dept Heads, I always used to counsel them that their job was to identify the priority order of their respective list and to tackle the number one task first.

Just recently I sat down to identify the first 10-12 key HR initiatives/objectives for an exciting project in Africa. Like many projects we have been involved with this project is the company maker and the team is in the calm before the storm.

Refreshingly, the CEO of the company brings a wealth of past experience and is astute enough to know that in the next 1-2 months, there is an opportunity to get a lot of things sorted correctly that will be far more difficult to sort in 6 months time when a myriad of other priorities and objectives are competing for everyone’s time. He’s also ahead of the curve in identifying and appointing the internal HR Manager which is awesome.

So how then will we prioritise what are the most important HR functions to be worked on?

At Globe 24-7 we work from a matrix of core HR functions and processes, much like the index page of any modern HR 101 text book. The challenge is not so much of identifying ‘what’ to do, but more so in defining the order and priority within the constraints of a company’s time, finances and resources.

Our approach is look at all the relevant HR tasks and apply an “impact filter” with consideration of core business drivers such as:

  • Financial – Cost Influencers
  • Financial – Revenue Influencers
  • Productivity Determinants
  • Efficiency Drivers
  • Time Affecters (Startup delays, timing critical facets of operation)
  • Social Licence to Operate
  • Environmental Outcomes
  • Safety Performance
  • Employee Morale and Commitment

We then assign the relevant business driver to each HR task and allot an “impact size”. This creates a basic priority list and when ‘time’ and ‘resources’ are added, will develop a comprehensive work plan for the HR team to follow.

It can be eye opening to see what a company considers the most important activity and where to focus its efforts and whilst we often do this for new companies starting up, existing operations can benefit just as much and sometimes more by conducting a similar exercise. Evaluating what is missing, identifying what matters most and reviewing how current HR resources are being used is a worthwhile exercise for any business.

If you’d like to talk to me about conducting a similar exercise, or any other aspect of your company’s HR function, please give me a call anytime.

Best Regards, Paul

Paul Goodchild, Managing Director

+61 (0)8 9328 3100

Email Paul

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