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The HR Doctor series takes a tongue-in-cheek look at some of the common misconceptions, misdiagnoses and diseases that commonly afflict the HR function. They reflect our experience of working in and with HR over the last 25 years. Over the weeks ahead, we’d urge you to honestly diagnose yourself: are you showing any of the symptoms? Should you be applying the cure?
The HR Doctor series takes a tongue-in-cheek look at some of the common misconceptions, misdiagnoses and diseases that commonly afflict the HR function. They reflect our experience of working in and with HR over the last 25 years. Over the weeks ahead, we’d urge you to honestly diagnose yourself: are you showing any of the symptoms? Should you be applying the cure?
The HR Doctor series takes a tongue-in-cheek look at some of the common misconceptions, misdiagnoses and diseases that commonly afflict the HR function. They reflect our experience of working in and with HR over the last 25 years. Over the weeks ahead, we’d urge you to honestly diagnose yourself: are you showing any of the symptoms? Should you be applying the cure?
In Part One we established that HR’s purpose is not to do HR ‘stuff’ but to build the capability of an organisation to deliver its strategy and to create sustainable value for all its stakeholders. As we talk to HR professionals, we find that an understanding of what we mean by value creation is a real differentiator as it connects you to the nature of any organisation. Organisations are there to create value, whether that is for shareholders, customers, or even society itself. This is true whether you are a quoted, public sector, or charitable organisation. It’s just the definition of value that might differ.
CRF’s fundamental belief is that HR is not about HR - it’s about the business. We are not HR Business Partners; we are part of the business. HRDs do not represent the HR function on the leadership team. Rather, they are corporate directors whose role is to ensure the business can deliver its strategic vision.
