What are the skills, knowledge and attributes of today’s highly successful HR leaders? What makes the difference between the best and the rest?
Methodology
In this ongoing study, 40 HR leaders from successful organisations across the public and private sectors were interviewed face to face or by telephone. This followed the “success profile” methodology developed by the researchers, which is similar to the process by which competency frameworks are developed but aims to go beyond the actions and behaviour exhibited. People taking part were from Europe, South Africa, the US, Australia and Asia.
Findings
Our interviews revealed that HR leaders establish their credibility and build the foundation for future influence from three different perspectives: by focusing on being “business people”; by building relationships; and as a facilitator and coach. Participants had different starting points but they recognised the value of using all three approaches flexibly to gain respect.
Great HR leaders showed similarities in behaviour. They do not get to the top in one organisation and stop there. Nearly three-quarters of those interviewed had held a senior HR leadership position elsewhere before their current role.
Diverse experience was the norm as 64 per cent had relevant business experience outside of HR, 50 per cent had experience of working outside their home country and 50 per cent had worked in multiple sectors.
But the best HR leaders were found to share a mindset. For example, how they defined their role and purpose in the organisation and what they believed about themselves, the HR function and its contribution to the success of the business. They also shared essential characteristics and these were consistent across all sectors and industries.
Top HR leaders had clarity of vision about what they were there to do and a willingness to go the extra mile to achieve it. They view themselves as business people first and hold themselves accountable for creating business success. Additionally, they are focused on creating a fit-for-purpose HR function and are aware of their own value, have self-belief and an ability to manage their own energy and motivation.
Learning points
- The best HRDs have drive and purpose, diverse business experience, a focus on function construction and self-belief.
- They maintain a balance between creating a sense of purpose and creating a function that can execute that purpose.