I was having a conversation with a CEO who runs a coaching business that uses Olympians to deliver motivational speeches to executive board members. We were debating the function of HR and its associated titles. He said that we need to get rid of the term ?human resources?. He questioned what does HR manage? Resources?
To quote: ?Shouldn?t the role of HR professionals be to empower every individual within the organisation to perform at their best instead?? He went so far as to say HR directors should start adopting the title of ?chief performance director?.
I was then conversing with an HR blogger based in the States. She was sending me her HR Carnival submission and to my surprise I noticed her title: ?Cathy Missildine-Martin, SPHR, chief performance officer for Intellectual Capital? on her signature. So I repeated the above story to her and said:
?So when I saw your job title it made me go A-HA? I?m fascinated. When did you make the shift to chief performance officer??
This set off a dialogue:
Hi Natalie:
I would say I switched about 2 years ago. I have been in HR since 1990 and I now consult but my specialty is HR Metrics and performance, so it just makes sense. I agree I think we need a whole new re-brand for the HR function, titles and all!
Hey that sounds like a great blog post!
Cathy
I replied to Cathy outlining a list of questions which she then answered:
Q. Why do you think the HR function could do with a rebrand?
A. Well we have been through this whole: ?we need to be more strategic? and the policy/ police/compliance phases. I think now we have a huge opportunity to be who we want to be. This recession has made CEO?s more demanding of HR, and I believe there are pockets of excellence. I don?t feel we are there yet, and yes we have a long way to go, but there is progress on the whole ?adding value to the business? front.
Q. How can you use metrics to measure performance?
A. I can go on for days with this. HR has to use metrics, period. We have to be able to show how we add value to the business and how our employees add value to the business. So, to put it simply it?s all about, what does it cost and how much value is added? We as HR professionals have to make sure analytical capability is added to our list of competencies.
Q. Why did you come up with the title of chief performance officer?
A. Because it is what I do and what I think HR practitioners need to be focused on. No more generalist, no more HR admins, we are about getting the right people, in the right seats, engaged and working to their highest potential.
Q. How could the title of ?HR performance assistant/officer/director etc?transform the perception of HR?
A. It?s putting our money where our mouth is. We are no longer about pushing papers and picnics, we are about performance, and we mean it!
About the author
Source: http://blog.changeboard.com/2012/03/human-resources-to-human-performance/
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