Creating Value as an HRD

HRDs, who reach outside their function and take an organisation-wide perspective, play a crucial role in ensuring business success. Emma Riddell reports on how HR can best contribute to strategy implementation, decision-making and anticipating external disruption.

Key points:

HRDs need to speak the language of business to contribute to strategic discussions
The HRD now represents the whole business at the board table
Independence of mind and objectivity are crucial
A good HRD helps translate the business model and strategy into organisational design
Common pitfalls for HRDs include backfilling for operational staff and focusing on the day-to-day.

Contributors:

Phillippa Crookes, Senior Relationship Manager, Criticaleye
Lewis Doyle, NED, Sussex Partnership NHS Trust
Beverley Eagle, HRD, Veolia Water Technologies UK and Northern Europe
Gary Kildare, CHRO, IBM Europe
Mike Regnier, CEO, Yorkshire Building Society

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