In this video Monitor partner Steven Goldbach explains that integrated marketing teams should be modeled like hockey teams not football teams. Composed of quick-thinking and fast-acting team members instead of specialized, inflexible individual players to efficiently meet the demands of today’s rapidly changing marketing landscape.
As one who isn’t above stealing good ideas from other disciplines – how can HR use these ideas to improve their roles?
To me, this isn’t just generalists who can play each role somewhat effectively, but business partners
with specialist skills, other competencies and a generalist
background. In addition, while their specialty may be one of the
four key areas they require a working knowledge of the others business
partner roles as well as a strong understanding of the business area
they support.
So what should you look for when you’re building an adaptable HR team?
- Strong generalist hr knowledge. This allows them to answer basic questions and “sub” in when key resources are gone. In my experience most HR departments do a good job with these, and being adaptable. In large organizations with highly segmented HR specialties (specific employee relations, or compensation/classification roles) you may need to ensure the local orientation provides an overview of how your organization manages these areas.
- High-value HR skills. Strategic Partner, Administrative Specialist, Employee Champion, Change Agent. Individuals should have a “Major” and a “Minor” in these areas, and as their careers progress should have demonstrated skill in each of the areas.
- Business Acumen. An adaptable HR professional needs to have a basic understanding of financials, marketing, operations management, and any core competency of your organization.
- Knowing your business. This is not the same as business acumen. Business acumen can be more theoretical, or shallow. Basic understandings of how functions work. Knowing your business is understanding how your organization creates value for the consumer. Are you low cost, customer focused, or a differentiated product? What sets you apart, and how can you support that from an HR perspective.
- Strong consulting competencies. To me, this ultimately means being curious and being able to express your ideas. Great, adaptable HR professionals need to have strong analytical skills, excellent communication skills and awareness (reading your clients, their body language, asking the right questions), and being able to demonstrate how HR can add value to an organization.
On top of all of these, HR teams need to communicate with each other. Staying organized, aligned, and up to date with what other members of your team are doing ensures you can quickly change, or jump into the play when it’s required. Like marketing, the employment market is just as quick changing, and HR teams need to be as well.
Oh, and as I recently read our social media policy “The above statements or opinions do not necessarily reflect the views or opinions of PwC.”