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Research Report

Working Together, Working Apart: When It Comes To Workforce Planning, HR and Business
Leaders Agree Their Working Relationship Needs Work.

This Veritude research report examines the working relationship between HR and business line leaders and reveals that there are significant gaps in this relationship that may hinder the successful execution of business and workforce strategies.

About the research

Veritude commissioned Blue Bell, Pa.-based Attitude Measurement Corporation to conduct an online survey designed to define and understand three areas: the top strategic challenges that face business and HR leaders; the working relationship between business leaders and HR; and, how HR's relationship with business leaders affects the implementation of workforce plans. One hundred and one business leaders and 99 HR leaders from companies with more than 5,000 employees were surveyed.

Overview of findings:

Overall, the research reveals that in many companies, HR must improve their business leaders' perceptions of theirs skills and abilities and business leaders must learn to turn to HR for support in addressing workforce issues. There is ample room for optimism that both business and HR leaders in this study recognize these trends are working toward effective plans.

1. Strategic Business Challenges: Both business and HR leaders agree that talent acquisition and recruitment top the list of strategic business issues, but one in five business and HR leaders see HR as only involved in "implementing " strategy, not participating in plan development. What's more, a common perception is that HR is lacking adequate financial aptitude and therefore is not asked to contribute to strategy development because they do not speak the language of business.
   
   
2. The Relationship between Business and HR Leaders: Many business leaders indicate they do not have an established relationship with HR or it world not occur to them to include HR in implementing workforce plans. In general HR leasers agree that business leaders minimize the role that HR plays in workforce planning and don't consider the full scope of HR's ability and expertise.
   
   
3. The Impact of Business and HR Leaders' Relationship on Operations: Business leaders perceive HR as "resource constrained" and, as such, unable to effectively implement workforce plans. In turn, HR believes business leaders set unrealistic timeframes, lack an understanding of workforce issues, and are inconsistent in implementing initiatives.
   
   

Top Line Recommendations:

The report outlines a full set of recommendations designed to help HR leaders take the lead with their business line "clients" in building new working relationships. HR leaders are encouraged to focus on three key areas:

1. Be Strategic: HR should take the lead driving human capital management strategy and inserting themselves in the strategic planning process. Business leaders need to recognize the importance of HR strategy in achieving business results while working to develop a deeper understanding, acknowledgment, and respect for the function.
2. Develop Strong Working Relationships by Setting Goals: As with any important business initiative, business and HR leaders need to recognize the value in a strong working relationship. HR must assume ownership of cultivating and nurturing this relationship.
3. Keep Your Eye on Operations: Both business and HR leaders should refocus their efforts on the reallocation, outsourcing, or streamlining of resources to minimize operational problems.

Read more - download a full copy of the report findings and strategic recommendations.

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