04:05 GLOBAL
There’s certainly scope for finance and commercial training, and that does not need to be confined to HR but be rolled out across the organisation. In my personal opinion, HR career development should recognise commercial and operational competence alongside that demonstrated in HR. HR doesn’t need every practitioner to have worked in another department. But every HR professional should understand what it is like to be responsible for something other than HR. Let’s remember: the ultimate purpose of HR isn’t to make HR successful. It is to help the organisation achieve its purpose through its people, and it does that by enabling the conditions that allow the workforce to perform to its full potential. The closer HR gets to understanding the business from the outside as well as from within, the more valuable it can become.
So maybe the real issue isn’t about HR experience versus non-HR experience, but rather business understanding versus functional ‘tunnel vision’?
functions, sectors, and leadership teams. And conversely, someone who has worked in other departments isn’t automatically a good HR professional. So maybe the real issue isn’t about HR experience versus non-HR experience, but rather business understanding versus functional ‘tunnel vision’? How can we do something about this that could benefit all around? Could/should HR professionals be encouraged to gain structured exposure to other functions? This could be done through various channels such as short-term placements, secondments or even project work outside HR.
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GLOBAL PAYROLL MAGAZINE ISSUE 28
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