Comments on: CFOs Should Trust HR, But Do Have Reasons To Be Wary

By: Jim

Jim — Mon, 04 May 2009 18:56:12 +0000

It’s people like Mr. Beatty that keeps highly skilled HR Business Partners out of the boardroom to begin with. I will agree that in our profession there are a lot of unqualified HR practitioners however that can be said of the finance role as well. I think it’s time for the boardroom to stand up and invite HR to the table and begin a business partnership with a department that desperately wants to have an impact on the bottom line.

By: 090406 Workforce Analytics Links | johnsumser.com: Recruiting News and Views

Mon, 06 Apr 2009 14:35:51 +0000

[...] CFOs Should Trust HR, But Do Have Reasons To Be WaryJim Holincheck fundamentally agrees with Beatty. His point by point analysis is thoughtful and points out some bright spots. [...]

By: HRMblogs.com

HRMblogs.com — Sun, 29 Mar 2009 12:05:14 +0000

[...] made a presentation leading to this headline: Memo to CFOs: Don’t Trust HR. Responses from Gartner’s Jim Holincheck, The HR Capitalist, and ZDNet blogger Dennis Howlett are notable in their attention to detail, call [...]

By: Breathing Space HR » Blog Archive » Memo to CFO’s: Don’t Trust HR

Wed, 25 Mar 2009 16:21:58 +0000

[...] Captial, who relates Beatty’s comments back to 2005 article “why we hate HR” and Jim Holincheck who breaks down the article into sections and comments well on each – particularly on the analytics [...]

By: Talent Makes Headlines » Hancorp Technologies

Talent Makes Headlines » Hancorp Technologies — Tue, 17 Mar 2009 18:49:20 +0000

By: HRM Today - Blog Archive » Don’t trust HR

HRM Today - Blog Archive » Don’t trust HR — Tue, 17 Mar 2009 01:10:55 +0000

[...] Gartner’s Jim Hollincheck says: (regarding the slam on analytics provision by corp HR) Unfortunately, this is true in most HR organizations. However, it is not universal and the trend I see is that more HR organizations want to build a competence here. There is a lot of work to do though. [...]

By: Don’t trust HR « Marenated

Don’t trust HR « Marenated — Mon, 16 Mar 2009 16:14:33 +0000

By: Joseph P. Murphy

Joseph P. Murphy — Thu, 12 Mar 2009 21:32:26 +0000

Leave it to recruiters to make evaluations of talent based upon the resume.

If one takes the time to read the HR Scorecard, the Workforce Scorecard and the Differentiated Workforce, the evidence of in-depth work with major corporations is revealed.

Yes Dick Beatty has given a yelp that stirs the soul.
Jim has done a thoughtful job of point-by-point response, seeking to find the seeds of truth versus the knee jerk rejection some offer.

Stop and ask: How much data does your organization have that documents the link and the strength of the link between HR practices and competitive differentiation. Survey results normed against outside populations are not indicators of competitive advantage. Too many CEOs and CFOs rely on anecdotal versus empirical evidence when it comes to the role of talent management practices and competitive advantage.

What data analysis has your organization conducted that establishes the link between candidate evaluation and on-the-job performance? Only 15% of companies indicated they have done so in a survey I conducted with SHRM (write for a copy joe.murphy@shakercg.com) What data do you have that documents the relationship between human factors and market performance? Before you condemn, hold up the mirror.

Change agents cause some to revolt and some to evolve.
What is your response? Think about it.

Joseph P. Murphy
Shaker Consulting Group
Developers of the Virtual Job Tryout®

By: Irregular Enterprise mobile edition

Irregular Enterprise mobile edition — Thu, 12 Mar 2009 19:38:38 +0000

[...] Richard Beatty entitled:Memo to CFOs: Don’t Trust HR, followed by a post at Gartner blogs: CFOs Should Trust HR, But Do Have Reasons To Be Wary was my cue to renew acquaintance with Gartner analyst and post author Jim Holincheck. I’m sure Jim [...]

By: Derek Irvine, Globoforce

Derek Irvine, Globoforce — Thu, 12 Mar 2009 19:24:47 +0000

We’ve done our own research on bridging the gap between HR and Finance, finding:
* Human Resources Must Take a More Strategic Role in the Business
* Employee Recognition Drives Engagement and Therefore Impacts Retention, Productivity and the Bottom Line
* Creating a Universal Recognition Platform for Global Companies Is Difficult
* CFOs Are Not Aware of How Much They Are Spending on Recognition Programs
* Talent Officers and the CFO Must Work Together to Chart the Course for the Future

We did another study of CEO perceptions of recognition programs as they relate to corporate objectives within their organizations, as well as the human resources reality of these programs. The survey revealed organizations still have a long way to go in aligning recognition programs with their company’s mission, values, strategic objectives and goals.

Key findings included:
* 88% HR respondents their recognition programs need improvement and that their CEO would agree.
* While an encouraging 58% of HR leaders believe their CEO would say their recognition programs reinforce the strategy, values and appropriate behaviors of the organization, an alarming 42% say their programs offer no strategic benefit to their organizations, indicating a tremendous waste of resources and misappropriated recognition investment that have no effect on employee engagement and motivation.
* Overall, HR leaders (45 percent) feel their programs fall short in driving bottom line results. Why? Not only are companies clearly not building their recognition programs to ‘CEO code’ – a program that is aligned with the organization’s strategy, mission, values and behaviors – but also a staggering 38 percent of all organizations surveyed are not measuring their program’s results in any way, leaving CEOs in the dark on the effectiveness and true value of their recognition programs.

All of this points back to analytics. Measurement for measurement’s sake will never prove the value of HR initiatives. Metrics that show HR initiatives impact on factors CEOs (and CFOs — I agree with Jim that the CEO needs to step up here, too) care about such as productivity against strategic objectives, customer satisfaction and engagement, will prove the value.

Far more on this topic of measurement and engagement is available on my own blog here: http://globoforce.blogspot.com/search/label/measuring%20recognition%20and%20engagement.