Human Resources

Human Resources

Because HR is closely aligned with the day-to-day workings of an organisation it often fits naturally alongside internal communication as a business function. Both functions share many similar interest such as people management and strategy, audience segmentation and demographics, change and business transformation, professional development and communication skills, engagement and behaviour change.

Four ways HR can speed up decisions


1. Use workforce surveys to implement corporate strategy.

Surveys can tell you how much of the workforce has these capabilities and provide a detailed picture of whether the workforce will support a given strategy. And then survey results can, in turn, be used to understand which bits of the company are most in need of change if you want to implement a new strategy.


2. Teach leaders to act in the interests of the company, not just their individual team, function, or business unit.

In response to growing complexity in the workplace, many leaders retreat and focus narrowly on their individual span of control, but this kind of leadership is not enough to provide the kind of business results that the company needs.

To improve corporate performance, HR teams need to redefine the concept of “leadership” to develop employees who are both strong individual performers, and who understand how to make the most of a collective approach.


3. Help HIPOs apply what they learn.

High-potential employers (HIPOs) are 91 percent more valuable to the organization than non-HIPOs, but 73 percent of HIPO programs can’t show a solid return on investment, despite the large sums involved. Failing HIPO programs are often the result of ineffective development strategies.

By overemphasizing traditional training approaches to HIPO development, firms focus too heavily on building competencies in isolation and not enough on helping HIPOs apply what they learn to improve performance on the job. In fact, focused and targeted on-the-job development plans can improve employee knowledge and skills by up to 16 percent.


4. Cut out low quality and duplicative learning and development.

The L&D function should boost the quality of all learning and development, regardless of who creates or provides it. The function should work with all learning suppliers as collaborative “learning franchises” to ensure it has an impact on overall corporate performance.

The payoff is huge. Firms will cut total wasted L&D spending by an average of $6.9 million, and can improve employee performance by as much as 20 percent.



CEB is a best practice insight and technology company. Helping customers grow by harnessing their untapped potential and channeling it toward high-impact, proven results.

They do this by offering advisory services and technology solutions that equip leaders to:

Turn the right insights into actions that deliver the right outcomes;

Upgrade processes and adapt culture to succeed in the new work environment; and

Apply precision to talent decisions for competitive advantage.

With more than 30 years of experience working in partnership with top companies, CEB has a unique view into what matters—and what works—when it comes to driving corporate performance.

Credit: CBE: 4 Ways to Improve Employee Motivation

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10 Brutally Honest Charts about Working in HR

Team Breakfast Requests


HR Office vs Principal's Office
Download the ultimate employee handbook guide here.

Co-worker stories


Who should you talk to?

Reasons to see you

People who'll show upWho read the handbook

Feedback cycle







Credit: The Cooper Review: 10 Brutally Honest Charts about Working in HR

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Who owns internal communications?

The full and original article was published on PR Week Jobs


It is a debate that continues to rumble on – traditionally it was a tussle for supremacy in employee engagement between HR and PR, but since organisations are increasingly employing experts in Internal Communications, the battle has shifted. Currently, opinion is fairly evenly split about who should take the lead in employee engagement. However, in my view, HR often impedes the delivery of effective internal communications because they lack the specific, professional IC skill-set.
I can see why HR feels internal communications is their ‘department’. Indeed, the overarching mission and vision of the company comes from them via the HR Director and CEO. However, while HR might ‘own’ the concept, they don’t own the communications around it. IC is there to engage employees and help build the culture. What fascinates me is that HR employs communications professionals and then sets about stripping them of their responsibilities. This really doesn’t make sense. In my experience, when HR sends out a communication, it is one-way traffic, with no opportunity for conversation. Employees are sometimes mistrustful of HR. They see them as the company’s police and as such are fearful of engaging and providing honest feedback in case they jeopardise their job. In my opinion, IC is there to bring issues to the surface and make things more transparent – however, HR and the board might be less encouraging of this because, in some instances, the proverbial can of worms is opened. Sadly, this can prevent IC doing its job properly.

Credit: The full and original article was published on PR Week Jobs

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