“YOU HAVE TO HAVE A LEADER WHO’S COMMITTED TO CHANGING THE
MINDS OF THE REST OF THE EXECUTIVE SUITE THAT HR IS IMPORTANT
AND AN ENABLER FOR EVERYTHING ELSE IN THE ORGANIZATION.”
– HARRY OSLE, GLOBAL HR TRANSFORMATION AND ADVISORY PRACTICE LEADER, THE HACKETT GROUP
“World-class HR organizations make sure their talent management
systems include HR analytics,” he said. “It’s key to integrate
all of it into the HRMS, which will ensure accurate data on a
timely basis and allows you to be very clear about head count, skills
and talent, the recruiting pipeline, retirement cycle, turnover and
so much more.”
These analytical insights help HR leaders make sound decisions
when doing strategic workforce planning. With the right information
they can help the organization understand what skills they’ll
need two to three years down the road and maintain a good inventory
of competencies and skillsets.
At Rogers, a huge focus of HR resources is the talent agenda.
“We want to make sure that we have the right people in the
right seats, and that we are building strong leaders and teams,” said
She says an important distinction here is that the talent process
is led by the CEO, not the CHRO.
“It’s important that the CEO piece is the price of entry to great
talent process. If the CEO isn’t leading the talent agenda, it’s not
going to do what it needs to do because it won’t get the attention
of the line,” she said. “The CEO says this is front and centre for us
because if we don’t have great talent, we can’t deliver great business
Laurence is actively involved in head count investment decisions
they make to support business strategy, which is something new
he’s brought to Rogers.
Another component is a conscious effort to move their “rising
top talent” across the organization to build capabilities across all
of their business lines. The ultimate goal is to make the company
and the HR organization more seamless.
ALIGNMENT WITH THE BUSINESS
HR organizations cannot enhance the performance of the business
without working closely with business leaders charged with
formulating strategies and drawing up execution plans.
That’s why Rogers’ model of HR business partners “in the
field” is once again a strategic win for the company. And they’re
not alone: 60 per cent more world-class HR organizations have
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