World_Report_on_HR_Challenges_2010

By importance sources proprietary web survey with

Info iconThis preview shows page 1. Sign up to view the full content.

View Full Document Right Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: artners, may have difficulty pointing on their performance as people managers—and even out failings and enabling business managers to develop fewer companies select HR knowledge and experience their people skills. It is notable that HR professionals as key criteria when hiring new managers from identified a far broader gap in business managers’ hanoutside. dling of low performers than did the business managers themselves. Overall, business manager respondents gave poor ratings to the training and development measures available to them. We find that business managers are, As a solution, HR professionals need to mentor business in general, more skeptical of the value of training than managers—for example, in how to weed out lower-perHR is; aer all, training is at the crux of the HR function. forming employees respectfully, with a tone and apAnd business managers are particularly skeptical when proach that the business managers can practice. If low the training is on a topic outside their comfort zone. performers are dismissed ruthlessly, the “survivors” will be unlikely to commit fully to the company. Survivors need to believe that layoffs are necessary and that they Therefore, time and passionate reinforcement will be have been carried out fairly. Those beliefs can be shaped required in order to convince business managers of the not only by hard facts—such as the amount of notice, the value of HR. The more frequently hard facts are integratkind of support, and the size of the severance packages ed into their training, the easier it will be for business terminated employees receive—but also by more qualitamanagers to accept a sea change in HR’s role as a parttive judgments. For example, were the layoffs evenly disner with them in creating business value. tributed across all levels of the organization? Were promises kept? T B C G • W F P M A Exhibit 20. Only 40 Percent of Respondents Offer Training on Business Expertise to HR Partners Activities performed (% of respondents)1 Effectiveness of activities 57 Offer training on HR expertise Offer training on leadership and managing people 56 Develop change management capabilities 41 Offer training on business expertise 40 Measure and provide incentives on the basis of business performance 37 Prioritize business knowledge and capabilities in hiring 34 Employ people from outside HR (such as business managers) 29 27 Build financial acumen Offer rotational programs outside the HR function 15 Low High Sources: Proprietary Web survey with 5,561 responses; 641 responses in this section; BCG/WFPMA analysis. 1 Includes only companies that have introduced the HR business-partner position. Credit Suisse Developing HR Business-Partner Capabilities The Zurich-based banking giant Credit Suisse has been actively investing to develop the capabilities of its HR business partners. A customized program aims to improve partners’ consulting skills in advising business managers and, more generall...
View Full Document

This document was uploaded on 09/30/2013.

Ask a homework question - tutors are online