Current literature and corporate pronouncements continually state that Human Capital is a key business issue. Yet the current research data suggests that there is a significant disconnect between corporate pronouncements and reality. The logic would assume that if human capital is indeed one of the top business issues, then HR, where that functional responsibility must reside, needs to be the strategic voice of human capital AND MUST have a seat at the strategic planning and implementation table. Right now, the research data suggests otherwise. Until HR is included in the organization’s business strategy discussions, we are all living in the comfortable but dangerous state of denial.
There are many reasons for this alignment disconnect that we will explore in our HR as a Business Accelerator blog series, but it is necessary to evaluate two critical pieces of recently released research. The research suggests that globally a deep organizational alignment disconnect exists between the business and HR. And now is the time to address this situation, before this misalignment becomes a chasm too deep and wide to close. If HR does have insights on the current state of the workforce, they are not being heard at the appropriate level. Here’s the data:
- Current State of Strategy & HR Alignment
- The importance of human capital to corporate strategy is NOT reflected by HR’s role in the C-Suite & Boardroom
- Impact: Severe
- HR is not in the information loop
- Perception - HR lacks insights & status to be truly strategic
Overall: Companies are not making progress toward meeting workforce goals.
The Result: Business Performance Suffers.
- HR’s Seat at the Table
“Problems start at the top, or more accurately, with lack of access to the top.” Oxford Economics, 2014
Statements that CEO’s responded to:
- Workforce issues drive strategy at the board level
- HR advises the C-Suite, but does not have a voice in decision making
- HR is not consulted at all about business planning
- Workforce issues are an afterthought in business planning; HR is consulted after high-level decisions have been made.
CEO responses:
- 22% - Workforce issues drive strategy at the board level
- 28% - HR advises C-Suite, but does not have a voice in decision making
- 26% - HR is not consulted at all about business planning
- 24% - Workforce issues are an afterthought in business planning; HR is consulted after high-level decisions have been made.
We would like to get your thoughts on the source of these issues. Please submit your views in our survey to establish what you think HR should start with.
