Can you develop HR Leaders?

As we begin to think about how to develop great HR leaders we need to think what defines great HR but also how much of this is developable.  In CRF’s research we’ve found that much of what makes a great HR leader, such as intellect and integrity, are inherent but there are some core principles that are critical if an HRD is to become the best they can be.  You can’t change who they are but you can help them to apply these principles so they exploit their natural talent in the right way.  This is where we need to focus development.

It starts with a philosophy that it’s not about HR it’s about the organisation.  Great HR people recognise it isn't about doing HR ‘stuff’ but about making a difference to sustainable organisational performance and the capability that underpins it.   They think of themselves as business people whose loyalty is to the organisation first and the HR profession second.  Equally they are proud of HR and have a deep passion about the art, science and craft of HR. 

Whilst they are commercial and strategic they get the basics of HR right because this is the essential underpinning of good HR.  CEOs don't care about it but they do expect it to be done, simply and non-bureaucratically.  But these basics are the table stakes.  They don't win the gold medal.  The core of good HR is building the capability of the organisation to deliver its strategy.  

HR needs to prioritise what it does, not over promising and under delivering, not doing things that are the latest fads, but which have no impact on the bottom line.  HR needs to use data, analytics and insights into what is driving organisational performance, not to justify what it is doing, but to define and prioritise where it puts its efforts.  Finally, this talk is all well and good but HR needs great delivery skills as well as great design skills.