Align the Role of HR with the Organization by Transitioning HR from Functional to Strategic
Become a real strategic partner to the business.
- The vast majority of leaders from both the business and HR assert that HR should be playing a strategic role in the organization. However, very few HR departments actually are.
- The idea of HR as a strategic business partner is still relatively new and unfamiliar. Few HR departments have achieved this gold standard, so few role models exist.
- Moving to strategic marks a fundamental shift in the way HR departments behave and the capabilities they must possess. These changes won’t happen overnight. In fact, they could take years to be fully realized.
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Our Advice
Critical Insight
- Seventy-three percent of business leaders want HR to play a Strategic role in the organization.
- HR departments must align their role with the evolving needs of the business or risk decreased organizational effectiveness.
- McLean & Company research has shown that Strategic HR departments are more successful than their Functional and Administrative counterparts across a range of success measures.
- To become a “strategic business partner,” HR must think like the business. This means rethinking how the HR department is structured and adopting a series of new capabilities including metrics analysis, change management, risk management, workforce planning, organizational design, and leadership development.
Impact and Result
- Diagnose the role HR is currently playing and the role the business needs it to play using McLean & Company’s diagnostic tool.
- Assess your HR department’s readiness for the transition from Functional to Strategic, develop a detailed plan of action, and implement strategic HR building blocks including a business partner organizational model.
- Use the McLean & Company Behavior Spectrum as a framework for shifting HR from a Functional to a Strategic role.
About McLean & Company
McLean & Company is an HR research and advisory firm providing practical solutions to human resources challenges via executable research, tools, diagnostics, and advisory services that have a clear and measurable impact on your business.
What Is a Blueprint?
A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your HR problems.
Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.
Contributors
In April 2012, McLean & Company fielded a survey on the role of HR. It attracted 132 respondents from HR and business leadership.
In April 2012, McLean & Company conducted seven interviews with HR leaders and HR experts on the role of HR.
The following individuals contributed to the creation of this McLean & Company solution set:
- Jenny do Forno, Independent HR Specialist
- Cindy Dunn, VP of HR, Heart and Stroke Foundation
- Jill Faughender, SVP/Human Resource Manager, West Coast Bank
- Jeri Hale, Director of Infrastructure and Security, University of Texas-Dallas
- Connie Karlsson, HR Evaluation & Metrics Specialist
- Martha McIver, VP Canada HR, CBRE Ltd.
- Grace Perry, Human Resources Manager, Andritz
- Geoff Ramey, Vice President, Human Resources, St Andrew Goldfields Ltd.
- Maxine Sesula, HR Manager, Cutting Edge Inc.
- Julie Webb, HR Director, Monarch HealthCare
- John Winsor, Owner, Winsor Consulting
Organizational Design Guide
Implement Organizational Design
Redesign the HR Structure
Redesign the Structure of HR Functions
Design and Prepare for HR Shared Services
Determine the Right HR Outsourcing Solution
Reconceptualize Job Descriptions
Optimize Span of Control