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#HR Evolution – Be careful what you wish for

In an hour, volcanoes permitting, I’m flying to Chicago. On Saturday I will be leading a track at #HREvolution covering the relationship between HR and Recruiters, as well as some other issues that have come out of #tru events.

I’m sure the conversation will be enlightening. I’m hoping to provoke a bit of emotion and get some honest reactions?

What does HR really think of Recruiters?

Is this a fair assessment?

Where do we go from here?

Representing Recruiters in the lion’s den, I have fairly broad shoulders, and you are unlikely to say anything I haven’t said myself. A Woodstock style love in might be a nice place to be, but nothing gets changed by mutual back slapping. Bring it on!

Evolution means a slow and gradual change. It is a natural process of change, to evolve from one form to another. The opening line of the Wikipedia definition is:

“The change in the inherited traits of a population of organisms through successive generations.[1] After a population splits into smaller groups, these groups evolve independently and may eventually diversify into new species.”

Which brings up the next question:

Post #HRevolution, where could you go with HR?

Now this will vary from organisation to organisation. In some cases, thinking and talking about where you could go against the reality of where your organisation will allow you to go, will be a cause of major frustration. Be realistic in your expectation and understand that change could well be an ultra-marathon and not a sprint. If you try to change the world in a day you will fail.

I wrote a blog post about a month ago titled “scrap HR?.” This provoked quite a lot of comment on both sides of the fence. Generally, the recruiters were all for showing HR the door, while the keen HR practitioners took the opposite view. Somewhere in the middle was the view I fully agree with. HR should strive to be educators and enablers, developing the organisation and the people in it, to understand their people responsibilities and how to deliver them. The responsibility for control and process can then be passed to the line, together with the responsibility to mind it’s own house.

As a training director, i introduced the vision to move our role from being trainers to being developers within 18 months. We achieved this in 12 by implementing management development at every level and a structured on boarding programme from day 1 that was Manager delivered. Our function then was to concentrate purely on management development. the managers selected, managed and trained their own staff.

We became a source of reference and referral rather than the policeman. we shrunk the department by not replacing levers and redeployment. the company retention improved significantly.

It took 10 years to get the support this change needed because it flew in the face of the culture of the company. The results spoke for themselves. It was a quantum leap by everyone, and took time. I will be sharing some of this story at HR evolution, as well as examining the relationship between HR and Recruiters. I look forward to blogging back the results of the discussion.

Be ambassadors of patient change and join me in an explosive track that will not be for the faint hearted. Don’t worry if you’re not there in person, we take comment and questions from the twitter stream.


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