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Working with HR - Part 3

Working with HR - Part 3

It’s time for CIOs and HR to recognise their similarities and plan for the next generation of leaders

What department heads and line managers think of HR

  • 50 per cent stated the goals of the HR function are to provide support and facilitation. Also important were developing people, performance management, acting as an advisor and developing a culture.
  • Line managers thought the HR function was effective at strategic approach (38 per cent), support (38 per cent), advice to line management (29 per cent) and communication (27 per cent).
  • 70 per cent considered the HR function influential; about three in 10 line managers indicated that HR had little or no influence.
  • 67 per cent indicated they were more effective people managers because of the HR function.
  • Nearly 60 per cent said employees were more engaged and committed as a result of HR.
  • One in four stated that HR do not contribute to this engagement, with 15 per cent suggesting that this is driven by line management; 8 per cent believe that it is balanced between HR and line management.

Read Part 1 of working with HR.

What employees think of HR

  • 36 per cent of employees surveyed agree that HR practices did help workers develop their knowledge and skills, although a significant minority of employees saw this as a line management issue.
  • 42 per cent of employees indicated that HR practices contributed to their work satisfaction.
  • 44 per cent felt that HR policies were clearly communicated.
  • Nearly 50 per cent stated that HR was prepared to put forward an employee’s view to line management. More than half indicated they trusted HR to balance the interests of management and employees.
  • Two thirds suggested that employees would be worse off if their organisation did not have an HR department.
  • Nearly 40 per cent of employees did not value good HR practices in the recruitment process.

Read Part 2: Planning for the future.

What HR managers think of HR

  • 60 per cent considered HR leadership, policies and practices were aligned, although 37 per cent thought that this was difficult to achieve.
  • Two thirds indicated that leadership skills were the most important factor to ensure alignment.
  • Nine out of 10 HR managers indicated that HR had at least some involvement in formulating the business strategy. More than half of HR managers suggested the HR function was fully integrated in the business.
  • Eight out of 10 HR managers believed that the HR function has at least a reasonable influence on engagement, although one in five believed that HR could have more influence.
  • HR managers are effective at developing strategies, understanding the business, retention, employee development and communication.
  • Areas for improvement: Retention, communication, engagement, leadership, applying strategies and talent management.

Source: Human Resource Managers’ Contribution to Workplace Performance project undertaken as a part of a project funded by Macquarie University, Australian Research Council and Australian Human Resource Institute, involving 144 interviews with line and HR managers from 10 organisations, and a survey of nearly 1500 employees; A/P Paul Gollan, HR on the Line, 2011.

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Tags Paul GollanleadershipmanagementHR on the Linehuman resourcesstaffingHR

More about Australian Research CouncilAustralian Research CouncilMacquarie UniversityMacquarie University

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