If I had my druthers, I would divide HR into two categories:
- People & Management Operations (PMO)
- People & Talent Management (PTM)
Clearly, there is a need for the administrative management of personnel at most companies; however, you can take your everyday HR Generalist and place him in the PMO. Ask him to start an aggressive program of integrating the performance management process, the recruiting process, and policy & procedure management into your people manager’s daily life. The PMO at my future company would also be responsible for removing paperwork and bureaucracy through an improved HRIT infrastructure that offers simple people management programs (and CBT training) for people managers and supervisors.
The People & Talent Management group (PTM) would operate as an in-house consulting group and address targeted issues like diversity, more thoughtful staffing projects, overarching training programs, compliance issues, etc. This enterprise-wide group would operate like a Towers Perrin or a Hewitt and be accountable for a more thoughtful and integrated approach to the employee’s lifecycle. There will be a direct correlation between this group and shareholder value if this department helps the company to hire more thoughtfully, manage properly, and exit employees with dignity. If this group operates with accountability, the lifecycle of an employee becomes more productive and meaningful. Less time and money is spent on the PMO side of the house.
“Wait,” you tell me. “This is my company’s plan!”
“No it’s not,” I tell you.
“My company is doing this right now,” you say.
“No it’s not,” I respond.
“This isn’t as articulate or strategic as my company’s HR strategy,” you challenge.
“You’re right,” I say. “It’s practical and a no-brainer.”
“This model has failed in the past,” you insist.
“Maybe you didn’t do it right,” I suggest.