27/10/2014
In 2011, deliberatepractice set out to discover what HR professionals truly valued. To find answers to these questions deliberatepractice surveyed senior HR professionals from a wide range of industry sectors. The survey sought feedback on teams, coaching, psychometrics, the role of HR and what’s expected of it and general HR consulting. The most revealing comments made in 2011 were to do with general HR consulting.
This study was updated in September 2014 but first, let’s revisit what respondents had to say about the best and worst HR consultants in our 2011 study.
The best consultants:
- Speak in a normal language – no technical jargon
- Clearly sell the benefits of what they are doing
- Draw on insights organisation may not have had about themselves
- Provide easily executable, well designed, back end solutions to make the offering “stick”
- Are well networked, flexible, responsive and commercially savvy
- Have up to date knowledge, treat you like you are also knowledgeable and are not arrogant!
The worst consultants:
- Never provide a “plan B”
- Do not keep you informed
- Have to be chased for information or follow up
- Are least useful when the original brief gets stretched
- Don’t take the time to understand the context
- Make assumptions about what YOU need
- Try and sell you a “model”
2014 updated study
deliberatepractice updated the 2011 study in September 2014 and once again respondents were keen to share their views. While this research covered similar areas to 2011, this time respondents had a lot to say about the role and value of HR, HR Consultants and coaching.
In this study 71% of respondents had engaged HR consultants and more than 75% of respondents rated them as highly effective. It seems progress has been made since 2011 with regard to satisfaction with HR consultants. That said, there still seems to be room for improvement. When it came to the one thing consultants could still do better, respondent’s feedback fell into 4 broad areas:
- Adapting their style to suit the organisation
- Bringing a fresh approach and different perspective
- Knowing the customer’s business
- Customising their solution to the culture of the business with whom they are partnering
The survey sought respondents’ feedback on what they perceived their organisation wanted from them as HR professionals. The following qualities and service provisions stood out from the survey results:
- Full range of HR services with a strong internal customer focus
- Practical solutions aligned to the business strategy
- Strategic and operational support, assist in ensuring the business can withstand the challenges in the market, have a flexible and outcome focused operational HR delivery
- Strong HR administration, strong processes, ability to manage people through the employee lifecycle
- Sound business and commercial acumen
- Change management and restructuring expertise combined with employee and industrial relations expertise
- Sourcing the best talent at the right time in a cost effective manner along with fostering and nurturing an engaged skilled and competent workforce
The survey responses to what HR professionals felt their HR function was doing well were positive, definitive and mirrored what was thought to be most wanted. These are as follows:
- Evolving the HR framework in line with business growth and building HR capability across the organisation
- Providing sound commercial solutions to the organisation and its internal customers that provided a strong and positive impact on the bottom line.
- Fulfilling the role of trusted advisor
- Reinforcing the engagement culture and developing the leaders
- Delivering HR admin, pushing management to recognise that HR strategy is very important, pushing people out of their comfort zone
- Creating sustainable behavioural change as we are undergoing a major transformation
- Performance coaching
Coaching attracted a clear set of requirements
Interestingly, although more than 50% of respondents reported they use coaching services in their organisation, less than 15% of HR professionals used a coach for their own development.
Respondents had firm views regarding the top influences in selecting a coach:
- Strong results focus.
- A strong corporate coaching network.
- Seniority, credibility and personal style of coach.
- Ability to build trust and rapport.
- Familiarity with competency frameworks.
It is evident from this updated study that HR continues to grow and evolve with new service lines and fresh approaches to old or existing practices. The survey revealed a clear, definitive and positive view of the contributions of the HR function and optimism toward the future particularly with regard to talent acquisition. The study indicates that, while more needs to be done, overall the HR function is good shape and is in sound hands with HR professionals steering the function from the helm.
deliberatepractice would like to acknowledge their gratitude to all survey respondents that gave their time and provided their valuable insights to this research.
If you would like to know more about our findings please contact deliberatepractice on 1300 deliberate (1300 335 423) or email info@deliberatepractice.com.au.