The HR department’s role has evolved significantly over the past several years. The Chief HR Officer can note this change through generally increasing budgets, more involvement in other areas of the business, and the department’s heightened impact in strategic decisions. However, HR departments still experience a talent gap. Indeed, over a quarter of HR executives in the recent Consero Chief HR Officer survey identified talent development and retention as their top priority for the next 12 months.
The talent gap adversely impacts the HR function, catalyzing issues in other departments. A strong pool of talent in the HR department can stem these problems. In order to develop this pool, HR officers need to argue why the right talent costs more. Specifically, these executives ought to show the marginal return of each additional employee and use success stories from the company to demonstrate the positive impact of talent investments. Last, HR officers need to take an active role in grooming their talent.
HR officers need to argue why the right talent costs more.
Getting the support to hire additional employees may seem unlikely for your department, especially if your budget is already stretched thin. As such, it is important to speak in financial language when making a case for a new employee with the company’s finance function and other key decision makers. Specify the particular role of the potential hire, and show the expected marginal return in dollar terms. Explain in the detail the anticipated financial benefit, which will help crystallize the compelling rationale for that new hire.
A strong coach develops customized goals with every hire.
For additional objective support, consider searching outside of the company for salary and other compensation data for employees like the one you are considering. Showing that your proposed hire is a bargain not only improves the odds that you can make the hire but builds trust among your peers that you are squarely focused on the bottom line. In building support for a new hire, don’t hesitate to find and tout success stories relating to other hires in the HR operation or other parts of the business. Highlighting examples in which a risky hire yielded substantial dividends may be your best ally in advocating for new staff. Nothing builds confidence in the recruitment context like proof that a particular hiring plan has worked before.
If the Chief HR Officer is successful in finding new talent, the next most important step is keeping and developing the talent. In this regard, HR executives may benefit from becoming a departmental “coach.” A strong coach develops customized goals with every hire, professional and personal. Demonstrating genuine interest in the development of the new hire can increase productivity. Moreover, in the modern world, people’s lives are increasingly chaotic. Being sympathetic and flexible with personal issues will create a strong culture in your department, compelling the hires to stay and develop their talents.
In the end, investing in a strong team is an important step in helping take a sophisticated business to the next level. Human resources officers recognize the importance of hiring a capable team. And if these leaders can ensure team longevity, then their hires are sure to prove beneficial.