The Chicken-Egg, HR “Seat at the the Table” Argument
By Michelle Malay Carter on May 19, 2008
Regarding the long-suffering demand that HR be granted a seat at the table, I’d like to address this issue using my work levels goggles.? Is it really about HR needing to acquire this competency or that competency, or is it about organizational structure?
I’m Talking About a Strategy Table
If we assume that “the table” is a place where strategy, not current operations, is discussed, then seats at the table must be filled with people capable of thinking strategically.? Unfortunately, most competency models don’t have a valid or reliable definition of “strategic thinking capability”.? I’d like to offer one.
Strategic Thinking Capability Defined
Using work levels terminology, this means people capable at level 4, i.e., those capable of mentally managing,?planning, integrating, balancing and coordinating?multiple serial pathways to deliver goals with delivery times falling between?two and five years.
Level Four Work Example
An example of level four work I offered in a previous post was:?
Expand our sales footprint beyond the US by establishing a sales force in Mexico which should be responsible for 15% of total sales at the end of four years. (i.e. Integrate multiple serial pathways: recruiting, staffing, facilities, technology, Mexican human resource law and customs, customer identification, sales process, product offerings, marketing, advertising, operations, delivery, warehousing. etc. to deliver a four year objective)
Catch 22
You’ve also heard the complaint that no one will hire you without experience, but how can you get any experience if no one will hire you?? HR is entrapped within this classic, catch-22 dilemma.
If your only experience with HR has been in an organization where HR was relegated to?cutting paychecks, planning picnics, and offering soap to smelly people, then you might not be able to appreciate the value a strategic HR role could add to your organization.? Picnic planners need not be in your strategy sessions.
We’re back to work levels, not all HR roles are created equal.
You Get What You Design and Pay For
Assuming your organization is of sufficient size and complexity to merit a strategic HR role, in order to attract strategic HR talent, you must create a strategic, level 4 HR role, embed it with level 4 work and then pay accordingly.? No organization is going to pay $120K for picnic planning, and conversely, no strategic-capable HR professional is going to take a $40K, picnic-planning role.
If You Build It, They Will Come
To grab a line from the movie Field of Dreams, if you build it, they will come.? If you built a role that was tasked with creating an integrated?recruiting, screening, selection, compensation, development, performance management, managerial leadership system to build a talent pipeline capable of staffing our organization to meet our strategy 3 to 5 years down the road, you wouldn’t dream of excluding that person from the table.? And your applicants for?a role?that was scoped at this?level of complexity and specificity?would well deserve a six figure salary.
To Seat or Not To Seat?
If your organization is of sufficient size and complexity to merit a structure containing a truly strategic HR role,?then it would be?imperative to have them at the table.? If HR in your organization isn’t structured to add strategic value, save the seat for someone else.
I’m OK.? You’re OK.? Let’s fix the system.
Is HR in your organization strategic?? Should it be?
Filed Under Executive Leadership, Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels
Comments
5 Responses to “The Chicken-Egg, HR “Seat at the the Table” Argument”
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Michelle – Great post! I think you sum up the “Seat at the Table” arguement quite nicely.
It really does come down to structure and where strategic value added positions and placed in the org chart. You’re right – some organizations simply don’t need a strategic player in the HR department – tactical is all that is required.
However the seat at the table arguement gets a bit more tricky when it comes to larger more complex organization. I think you’re right on – it’s still a structure issue – if you create a highly strategic, value added position within HR it makes perfect sense to save a seat at the table for this individual.
That said…in the absence of such a position does HR deserve a seat at the table? Not really. Harsh perhaps, but honest.
I think HR needs to take a good look at who sits at the table and why and create and develop the positions and leaders that warrant a seat at the table.
The real question is: does HR have what it takes to break out of the mold it has created for itself and claim their seat at the table.
Hi Chris,
Thanks for stopping by. I’m as interested in seeing whether HR can overcome its image problem as well. I believe it will as more strategic HR professionals prove their value.
Regards,
Michelle
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