Home' HR Monthly : October 2014 Contents 54
THINGS THAT I
DO EVERY DAY
I always drink cof fee and
lots of it.
I start the
throughout the day.
I’m regularly meeting
with my staff to keep
the communication lines
Although I can’t say I have
been lately, I normally
5. GET HOME LATE
The day finishes up by
my leaving the of fice
when it’s dark.
Ben Neal has more to
share on HR capability,
best practice and leading
change in the public
sector. Read the full
inter view at HRM online.
Q. YOU RECENTLY TOOK PART IN AHRI’S ‘WHAT IS GOOD
HR?’ SURVEY. WHAT DO YOU THINK MAKES GOOD HR?
I think a good HR practitioner, particularly a senior
one, needs to have an appropriate blend of technical
expertise and business acumen.
To be a trusted adviser, we need credibility. This
stems from our technical expertise, and our ability to
consistently apply it.
Over the years, I’ve come to value the HR generalist
much more than I once did. Deep, but narrow,
functional expertise can be achieved as a relatively
junior practitioner, but, over time, generalists build on
this fu nctional expertise by adding other areas of skill.
The leaner HR functions of the future will demand
that practitioners have a broader understanding of the
HR field. I would encourage people to see themselves as
HR practitioners fi rst and health and safety specialists,
payroll processors or recruitment advisers second.
Q. WHAT IS HR’S ROLE IN ACHIEVING CHANGE IN THE
My personal view is that HR’s role in leading change
can be overstated, as all parts of an organisation have
a role to play. Change is multifaceted, and requires all
areas of an organisation to pull in the same direction.
The key role for HR is in ensuring that the impact
of the change on people is factored into the planning
and implementation of the initiatives. These may
be legislative in natu re or relate more to employee
engagement, but, either way, these must be considered,
managed and monitored.
Q. WHAT HAS BEEN YOUR EXPERIENCE OF
IMPLEMENTING STRATEGIC HR MANAGEMENT
PRACTICES IN THE PUBLIC SECTOR?
The implementation of strategic initiatives is difficult,
primarily due to the lag between implementation and
when measurable results become obvious.
It’s far more straightforward to design and
implement a new transactional HR process that
streamlines the interaction with an individual
employee. The results are often immediate and have a
positive impact on the reputation of the HR function.
Over the past five to 10 years there has been
a significant and necessary push for a strategic
approach to workforce planning. Unfortunately, the
implementation of many such initiatives stops soon
after the plan is developed. This has a negative impact
on the HR function because the organisation rightly
asks where the benefits from all that hard work are.
The key lesson for me has been that textbook, one-
size-fits-all strategies don’t work. Every organisation
is different, and solutions that fail to account for these
differences will themselves fail.
The assistant secretary of people, capability and performance at the
Department of the Prime Minister and Cabinet, talks about HR capability.
Senator the Hon. Michaelia Cash
Minister Assisting the
Prime Minister for Women
The CEO Institute is excited to announce five
new scholarships for women seeking to
develop their leadership skills in business.
Commencing in 2015, this $125,000 initiative
will fund five 3-year scholarships in The
CEO Institute’s Future CEOTM program in
Melbourne, Sydney, Brisbane, Adelaide and
The Future CEOTM program is a certification
course that equips future business leaders
with the skills, knowledge and contacts
needed to lead a business. The program is
structured around peer groups of people
learning with and from each other, through
a mix of experiential and facilitated learning.
Each group is led by a highly qualified
chairman-facilitator with both professorial
credentials and business experience. And
leads to a post nominal confirming your
Applications are open now!
The Future CEO Scholarship Program
is a great example of experiential
learning, especially for those whose
careers are on a growth journey. I am
particularly pleased that The CEO Institute
has committed to supporting women
through their scholarship program. This
program will make a difference to the
talented women coming through the
women in business
1992 - 2014
24/09/14 11:15 AM
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