February 15th 2019
The Strategic HR Leader’s Essentials: A CRF Toolkit
In the eyes of many senior stakeholders, HR and people management is often seen as a less commercial and strategic function. How can HR change this perception, 'earn a seat at the table', remain relevant to the business, and ensure long-term success?
HR's key priorities should be to understand the business and align itself with the overall strategic direction of the organisation it serves, with every aspect of people management. The Strategic HR Leader's Essentials: A CRF Toolkit highlights our research findings in the following key strategic areas to help every HR professional achieve success in the organisation:
- Aligning HR with business strategy & the CRF Strategic HR Framework
- Using Talent Management as a strategic differentiator & the CRF Integrated Talent Management Model
- Using Resourcing as a strategic business enabler
- Using Learning to sustain growth & the CRF Learning Matrix
- Performance Management Framework
- HR Analytics & the CRF Workforce Analytics Success Framework.
If you are interested in any of the topics discussed in the Toolkit, please contact Carmen von Rohr, Content and Digital Manager, at firstname.lastname@example.org.
Restricted access - You must be a logged in member to view this
This resource is available to CRF members only. To access, please log in with your username and password. If you are not a member of the CRF network and are interested in membership please contact Richard Hargreaves, Commercial Director, on +44 (0) 20 3457 2640 or at email@example.com.
You May Also be Interested in
January 24th 2017
High Impact HR - How do we create a more business-relevant function?
In today's rapidly changing business environment, it's more important than ever for HR to be commercial, close to the business, and clearly aligned to business strategy. However, the reality for many organisations is that HR is often disconnected from business priorities, and HR's contribution to critical strategic and commercial objectives is not always clear. CRFâ€™s new research report considers the current state of the HR function, and looks at the role HR should play in helping develop and execute strategy, and how HR can become more business-relevant. Action points and methodologies for improvement are also included in the report.View Research
January 9th 2019
HRD Discussion Paper: Organisational Risk
How aware are your HR leaders and their team of your company’s organisational risks? Almost every example of business misfortune can be reframed as a case of mishandled risk. This paper looks at foreseeable business risks and poses a question - what role does the human element play in mitigating risks?Read Article
December 10th 2018
Speed Read: Rethinking Talent Management
CEOs consistently rank talent development as a top priority. However, research finds that there is generally low satisfaction with talent development capabilities within the business. Read this Speed Read to explore what organisations can do to better connect talent management practices with the overall business strategy.Read Executive Summary
July 18th 2018
HR Directors' Discussion Paper: Is It Time to Reboot Your Approach to Communication and Evaluation?
What are the issues we must confront to ensure communication changes behaviour? How can we evaluate practically our initiatives to weed out the ones that don’t work and learn from experience? This paper provides some insights and aims to spark a further discussion within your team.Read Event Document
July 14th 2016
Progress - Issue 4: Talent management - a critical management process in disrepair
Within this fourth edition of our e-magazine - Progress – Jay Conger, Henry Kravis Chaired Professor of Leadership Studies at Claremont McKenna College in California and Senior Research Scientist at the Center for Effective Organizations (CEO) at the University of Southern California, discusses the current disrepair of the talent management field.Read Article