| Just like information technology (IT), human resources | | | | department. |
| (HR) serve the business; just like IT, HR is not taken | | | | Such a position relies on HR contributing to boardroom |
| seriously enough by the business. | | | | debates, something that is often missing in large |
| Maybe it has got something to do with maintenance. | | | | organisations. Providing such a meaningful focus will |
| Ask for perceptions of such functions and many | | | | rely on clear analysis and reporting. |
| employees immediately think HR exists simply to help | | | | HR, therefore, needs to take responsibility for facts |
| serve core business operations, such as finance, sales | | | | and figures covering a host of crucial areas, such as |
| and purchasing. | | | | productivity output, training value, absenteeism rates |
| It would be anathema to suggest finance is a second | | | | and engagement levels. |
| rate service that is not crucial to the business. So, why | | | | Corporate performance management – |
| is it OK to simply write-off HR as a second tier | | | | HR-focused business intelligence that includes methods |
| service? In short, it is not – and your business is | | | | and metrics – will provide the type of detailed |
| likely to miss out if you take such a blinkered view. | | | | analytics that will help HR directors and managers |
| Tough economic conditions mean organisations, | | | | illustrate organisational success. |
| particularly in the hard-hit public sector, will be looking to | | | | The right tools will allow you to share HR information |
| cut costs. Staff reductions are often seen as the first, | | | | across the business. And with the right information to |
| rather than the last, resort – meaning the HR | | | | hand, HR directors will be able to take their rightful |
| function is regarded as a means to handing out | | | | place at the top table and provide an extremely |
| redundancy notices. | | | | valuable contribution. |
| But how can the business know it is cutting the right | | | | No longer just a service, HR needs to be seen as a |
| people? And should it really be cutting people | | | | strategic function that helps the organisation prove that |
| anyway? The answers to such complicated questions | | | | people really are its most valuable asset. |
| can only be provided though a more strategic HR | | | | |