The other day, HRZone published an article of mine which challenged HR to take the lead in driving change with regards to greater use of contingent resourcing. A couple of days later, Sue Brooks of Ochre House also posted an article on HRZone suggesting a “new role for HR”. Perhaps change is in the air.
In his HBR post, Power draws on Dave Ulrich’s view of three processes critical for embedding a culture: talent flow; rewards and training & development but he also suggests three root causes of the difficulty HR faces in leading change:
- Politics – suggesting that HR is traditionally somewhat risk-averse;
- A Support Relationship – traditionally HR sees itself as a support function rather than a true business partner;
- Being Inbred – related to the two issues above, HR tends to hire HR experience so doesn’t break out of its self-imposed mind-set.
I’m not sure if Power’s perspective is representative. It certainly aligns with my broader experience but, especially when I was at Microsoft, I have also worked with some very strategic HR leaders and thinkers.