“WE SHOULD CONSIDER OUR COMPETITION NOT
JUST IN THE MARKETPLACE, BUT ALSO IN TERMS OF
COMPETITION FOR TALENT. WHO ARE CONSIDERED
THE BEST EMPLOYERS OUT THERE? AND WHAT ARE
THEIR VALUE PROPOSITIONS COMPARED TO OURS?”
– NAN OLDROYD, HR EXECUTIVE
Consider the area of compensation, for example.
“A strategic HR model would look at how you design a system
that rewards performance, leadership and culture, in line with the
business strategy,” said Nan Oldroyd, an experienced HR executive.
This can go a long way to supporting strategic goals.
That doesn’t demote transactional HR duties to a lower priority,
“I would not say that transactional HR is less important than
strategic HR practices,” said Charles Marful, director, Canada’s
Talent Team, Ernst & Young. “You may have a great strategic
HR plan, but how well will that work if your people aren’t
Transactional HR is essential, but it can easily monopolize an
HR professional’s time. A 2011 PwC report showed that more
than 75 per cent of HR work hours are spent on such tasks as
pension administration, benefits and revising workplace policies.
Carving time out to consider and develop strategy doesn’t happen
without effort, but to meet its potential, an organization needs an
HR leader’s insights on talent, culture and more.
TRAINING A LENS
HR’s areas of responsibility have ballooned over the years, so zeroing
in on where to focus can be tough. The overall business
strategy is your fundamental starting point.
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20 ❚ MARCH/APRIL 2016 ❚ HR PROFESSIONAL