A physician gets respect largely due to the things they've learned through school and a rigorous practicum. An engineer needs to reach high standards of proven knowledge and apply it before they get their professional designation. An electrician earns their stripes through a structured education and apprenticeship program. When the general public hears the word M.D., P.Eng. or Electrician, they have a general trust that these individuals, unless proven otherwise, can deliver in their areas of expertise.
Enter the HR profession. The audience that we're trying to impress is not so much the general public, but the business leaders in our company. My question to you is, where does your legitimacy come from as an HR professional? What makes you (or would make you) a good business partner (or business driver) in the eyes of business leaders where you work? I'm going to open things up to a discussion about HR designations (CHRP in Canada).
My personal aim in the HR profession is to be an internal business driver that works with the company to ensure people are effective, and that our people practices contribute to the bottom line. The other side of this bottom-line contribution, is that they shouldn't be overly complex as to distract employees from a focus on growth or productivity.
To what extent will my time be well spent working towards my CHRP versus job shadowing, studying company financials, questioning various business leaders on our operations or hanging-out on the shop floor? I'd love to hear your comments about the relative importance of an HR designation in our quest to become effective business partners. What opportunities are there to tailor HR designations more towards getting us that long discussed seat at the leadership table?
Enter the HR profession. The audience that we're trying to impress is not so much the general public, but the business leaders in our company. My question to you is, where does your legitimacy come from as an HR professional? What makes you (or would make you) a good business partner (or business driver) in the eyes of business leaders where you work? I'm going to open things up to a discussion about HR designations (CHRP in Canada).
My personal aim in the HR profession is to be an internal business driver that works with the company to ensure people are effective, and that our people practices contribute to the bottom line. The other side of this bottom-line contribution, is that they shouldn't be overly complex as to distract employees from a focus on growth or productivity.
To what extent will my time be well spent working towards my CHRP versus job shadowing, studying company financials, questioning various business leaders on our operations or hanging-out on the shop floor? I'd love to hear your comments about the relative importance of an HR designation in our quest to become effective business partners. What opportunities are there to tailor HR designations more towards getting us that long discussed seat at the leadership table?
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