In part one, moving an HR function to be more business-minded was discussed. Assuming the HR department is ripe and ready for this shift, the next step is to attract business thinkers. It’s easy enough to look for those kinds of people, especially since a company will have them already working for them on the business side of things.
What becomes challenging is enticing them over to a specific functional area to share their wealth of knowledge and way of doing things to change the way an organization is operating. Ask someone in the business if they want to come over to HR and you’ll probably get laughter or a question of, “Are you serious?” in return. Positioning is key and there are a few different ways to attract business professionals. If the plan is to attract people within the company that currently work in the business, a few options to try include:
- Feedback sessions – what do key leaders in the company think ideal partnership looks like to help move the company forward and to succeed in meeting and/or exceeding goals? Notice it’s not about asking them what support looks like. This new way of operating should be proactive, not reactive. These discussions should start at the top so what you’re trying to accomplish trickles down.
- Re-branding – in some cases, moving away from a certain stigma not only requires a different business plan, but a completely different designation. Consider doing away with the name “human resources” and re-brand the function to match what you really want these folks to be: strategic business-thinking people that the employees of the company can partner with to help achieve the desired outcomes of success.
- Campaigning – doing an internal “road show” of sorts to campaign is a great way to help share the vision of the new operating method for a department. If leaders from HR partner with other leaders across the company to get the word out, they show a united front together with the direction of change. In addition, having the buy-in from the other groups opens up the discussion of sharing talent and these roadshows could attract folks to help them make their vision become a reality. Selling the benefits to the other organizational groups is integral to success as well as persuading people to think about changing careers to bring their expertise into an area that needs it.
Part three will continue the discussion on attracting internal business talent as well as how to attract external business talent.