Adaptation Chairman Tells HR Leaders to Step Up or Face Marginalisation in the Boardroom
HR could take ownership of social networking and make a more strategic contribution to organisational agility, resilience, flexibility and sustainability.
Peterborough, United Kingdom, March 16, 2011 --(PR.com)-- HR directors and their teams need to step up and take ownership of areas like social networking and corporate transformation if HR is not to loose ground to other functions, according to Prof. Colin Coulson-Thomas speaking at the Strategic HR Conference in Barcelona, Spain.
The Adaptation chairman believes “The democratisation of technology means that individuals are often better equipped than their employers for social networking. They actively participate in on-line communities. Many organisations are undecided on how to handle and best benefit from social networking. The HR community could leave the running to IT, or they could take a lead and volunteer to own social networking.”
When preparing HR strategies Coulson-Thomas feels HR directors and their teams could lead on key corporate debates: “The choice is between playing it safe by sticking to core HR support activities, or stepping forward and grabbing pole position on issues concerning people and the relationship between people and organisations.”
Coulson-Thomas believes many HR teams could become more efficient at discharging core obligations, and also take responsibility for emerging challenges. Playing safe and staying close to ones expertise can result in areas such as knowledge management and engagement being developed independently of the HR community.”
As corporate boards reduce in size there is greater competition for available places. According to Coulson-Thomas, “Too often HR sits in its bunker and does not engage or collaborate with colleagues in finance and IT. More HR directors might obtain boardroom seats and contribute to board discussions if they acquired greater financial expertise and understanding of their organisation’s challenges and opportunities.”
As conference chairman Coulson-Thomas suggested “Remaining current and vital in a changing world is a challenge for any function. In addition to talent management HR could lead on other areas. When the focus is on the future and strategic direction, even established practitioners need to justify their participation. HR needs to rethink its contribution to organisational agility, resilience, flexibility and sustainability.”
“HR professionals need to question their assumptions. They should be challenged by others. Why do organisations recruit exceptional people who are costly and difficult to mange, and yet not use cost-effective ways of capturing and sharing what they do differently? Why do so many of them struggle with complex and costly multi-year transformation programmes, when quicker and cheaper approaches deliver more?”
20 years ago Coulson-Thomas wrote the first edition of his book Transforming the Company about creating flexible network organisations, with new ways of working and learning embracing customers and suppliers. He asked conference delegates “Why has it taken so long for many of us to work in them?”
Coulson-Thomas sees huge opportunities for HR: “Organisations need practical strategies for more quickly achieving organisational visions. Speed is important. Requirements can change before longer term programmes deliver. HR leaders need to think strategically, and focus on opportunities to make a significant impact. However, it is difficult to become a market leader by just looking over your shoulder at what others have done. At some point you may have to go out and pioneer and explore.”
The Strategic HR Conference was held at the Pullman Barcelona Skipper Hotel near the waterfront at Barcelona, Spain. In addition to chairing the event, Prof. Coulson-Thomas delivered a presentation on creating a winning board, drawing out key messages from his book Developing Directors, a handbook for building an effective boardroom team which can be obtained from www.policypublications.com
Prof. Colin Coulson-Thomas, Adaptation chairman and author of Winning Companies; Winning People is an active international consultant who has helped over 100 boards to develop directors and to improve board and/or corporate performance. He is an experienced director and board chairman and is a member of the business school team at the University of Greenwich. He can be contacted via http://www.coulson-thomas.com
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The Adaptation chairman believes “The democratisation of technology means that individuals are often better equipped than their employers for social networking. They actively participate in on-line communities. Many organisations are undecided on how to handle and best benefit from social networking. The HR community could leave the running to IT, or they could take a lead and volunteer to own social networking.”
When preparing HR strategies Coulson-Thomas feels HR directors and their teams could lead on key corporate debates: “The choice is between playing it safe by sticking to core HR support activities, or stepping forward and grabbing pole position on issues concerning people and the relationship between people and organisations.”
Coulson-Thomas believes many HR teams could become more efficient at discharging core obligations, and also take responsibility for emerging challenges. Playing safe and staying close to ones expertise can result in areas such as knowledge management and engagement being developed independently of the HR community.”
As corporate boards reduce in size there is greater competition for available places. According to Coulson-Thomas, “Too often HR sits in its bunker and does not engage or collaborate with colleagues in finance and IT. More HR directors might obtain boardroom seats and contribute to board discussions if they acquired greater financial expertise and understanding of their organisation’s challenges and opportunities.”
As conference chairman Coulson-Thomas suggested “Remaining current and vital in a changing world is a challenge for any function. In addition to talent management HR could lead on other areas. When the focus is on the future and strategic direction, even established practitioners need to justify their participation. HR needs to rethink its contribution to organisational agility, resilience, flexibility and sustainability.”
“HR professionals need to question their assumptions. They should be challenged by others. Why do organisations recruit exceptional people who are costly and difficult to mange, and yet not use cost-effective ways of capturing and sharing what they do differently? Why do so many of them struggle with complex and costly multi-year transformation programmes, when quicker and cheaper approaches deliver more?”
20 years ago Coulson-Thomas wrote the first edition of his book Transforming the Company about creating flexible network organisations, with new ways of working and learning embracing customers and suppliers. He asked conference delegates “Why has it taken so long for many of us to work in them?”
Coulson-Thomas sees huge opportunities for HR: “Organisations need practical strategies for more quickly achieving organisational visions. Speed is important. Requirements can change before longer term programmes deliver. HR leaders need to think strategically, and focus on opportunities to make a significant impact. However, it is difficult to become a market leader by just looking over your shoulder at what others have done. At some point you may have to go out and pioneer and explore.”
The Strategic HR Conference was held at the Pullman Barcelona Skipper Hotel near the waterfront at Barcelona, Spain. In addition to chairing the event, Prof. Coulson-Thomas delivered a presentation on creating a winning board, drawing out key messages from his book Developing Directors, a handbook for building an effective boardroom team which can be obtained from www.policypublications.com
Prof. Colin Coulson-Thomas, Adaptation chairman and author of Winning Companies; Winning People is an active international consultant who has helped over 100 boards to develop directors and to improve board and/or corporate performance. He is an experienced director and board chairman and is a member of the business school team at the University of Greenwich. He can be contacted via http://www.coulson-thomas.com
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Contact
Adaptation Ltd
Colin Coulson-Thomas
0044(0)1733361149
http://www.adaptation.ltd.uk
http://www.coulson-thomas.com
Colin Coulson-Thomas
0044(0)1733361149
http://www.adaptation.ltd.uk
http://www.coulson-thomas.com
Contact
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