{"id":2733,"date":"2020-07-31T16:17:34","date_gmt":"2020-07-31T16:17:34","guid":{"rendered":"https:\/\/blog.bullseyeengagement.com\/test\/?p=2733"},"modified":"2020-07-31T16:17:39","modified_gmt":"2020-07-31T16:17:39","slug":"hr-leaders-need-support","status":"publish","type":"post","link":"https:\/\/www.bullseyeengagement.com\/blog\/hr-leaders-need-support\/","title":{"rendered":"HR leaders need support from their organizations as they take on strategic responsibilities"},"content":{"rendered":"
Recent events have put HR leaders in the spotlight. <\/span>Many organizations now seem to understand that an HR leader deserves more than a supportive role in strategic business planning<\/span><\/span>. <\/span>While researchers have been calling attention to the business value of talent optimization for years, the coronavirus crisis prompted many companies to finally make it a serious priority<\/span><\/span>.<\/span><\/div>\n
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As companies race to gain a competitive advantage by optimizing talent management, they are giving HR more and more strategic responsibilities\u2014<\/span>which is great news for HR leaders who have struggled for years to earn seats in the board room<\/span>.<\/span><\/p>\n<\/div>\n

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Companies are expecting a lot from their HR leaders. They’re being pressured to meet the demands of a constantly changing workforce and environment, deliver an employee experience that attracts and retains top talent and add real business value to their organizations.<\/p>\n

Yet most organizations have not set their HR leaders up for success. Few companies have the proper systems and processes in place to help HR departments to fulfill so many new and evolving responsibilities.<\/p>\n

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HR\u2019s Challenges<\/strong><\/h2>\n

Disjointed systems and too many tasks<\/strong><\/p>\n

Most HR leaders are frequently faced with several tasks that get in the way of strategic objectives. Day-to-day\u00a0 HR duties, even at the senior level, are often labor-intensive, inefficient, and time-consuming. Even with a dedicated software solution, like an HRIS, a leader may still revert to spreadsheets and sticky notes to manage multi-step processes. Talented HR professionals are overloaded with operational and administrative tasks that prevent strategic work from getting done.<\/p>\n

They have data but aren’t equipped to use it<\/strong><\/p>\n

HR leaders may also struggle to deliver business impact because they are ill-equipped to collect and synthesize human capital data. In fact, 59% of HR professionals<\/a> said they couldn\u2019t currently prove a measurable benefit of HR solutions using data. Even with improvements in technology, HR leaders find it difficult to integrate human capital data with financial and operational outcomes because the information is spread across organizations and difficult to reconcile.<\/p>\n

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The business case for human capital management improvements<\/strong><\/h2>\n

In this time of uncertainty, many companies will reject the idea of investing in new systems to improve human capital management. But there are hefty opportunity costs associated with a failing HCM system. The time an HR leader spends creating reports, handling administrative tasks, and waiting between handoffs could be spent:<\/p>\n