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. 

If these are the principles what defines a good HR leader?

• Intellect.  This requires a high level of intellectual capability that is systemic rather than linear.  It’s not simply raw horsepower but the ability to connect a complex set of inputs instantaneously, diagnosing the issues and then identifying and delivering pragmatic, relevant solutions that combine all elements of the HR mix.

• Self confidence.  HR people need to have enough ego to take ego out of the equation.  They need to have the courage to challenge as part of the business not as a partner.  

• Integrity.  They need to be trustworthy as they are dealing with complex, difficult and often personal issues. 

• Politically savvy.  They need to combine this integrity with an understanding of how their organisations works, of how decisions are really made, of how power ebbs and flows.  They need to be influential at all levels but especially at the highest tables.

• Commercial.  They need to be passionate about not just business in general but about how value is created in their organisation.  They need to use this understanding to define the HR agenda and where they spend their time not where they’re comfortable or what they enjoy. 

• Focus.  They need to be able to focus on what’s needed and deliver it.  They need to take the strategic and translate this into the operational.

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