{"id":1379,"date":"2013-05-17T07:00:26","date_gmt":"2013-05-17T07:00:26","guid":{"rendered":"http:\/\/www.hr-softwareblog.com\/?p=1379"},"modified":"2013-05-17T02:49:12","modified_gmt":"2013-05-17T02:49:12","slug":"hr-leadership-assets-people","status":"publish","type":"post","link":"https:\/\/www.comparehris.com\/blog\/hr-leadership-assets-people\/","title":{"rendered":"HR leadership makes assets out of people"},"content":{"rendered":"

\"Human<\/a>As a business forms, every function is taken for granted as a necessary and serious contributor \u2013 except Human Resources. No one questions that there are roles for finance, operations, and sales. Finance will expand with Payables and Receivables, Operations with Shipping and Handling, and Sales with Marketing and Customer Service. But, Human Resources is Personnel, an administrative function \u2013 a necessary evil, at that.<\/p>\n

Depending on the foresight of leadership, the HR function will remain under the radar in a perpetual struggle for recognition. Despite all the MBA school idealism and the human capital euphemisms, HR still remains somewhat on the back burner. If it does not contribute strategically, it is partly HR\u2019s own fault and partly the myopia of the senior leadership.<\/p>\n

The Smallest Businesses<\/strong><\/p>\n

Because there is virtually no task other than clerical in the smallest businesses (less than 25 employees), HR is a records function. In its first phases, a small business can manage its clerical tasks internally or externally. Quickbooks, SimpleHR, OrangeHRM, and People-Trak HR all administer records and run payroll. They will likely keep your small staff in FLSA and FICA compliance. But, they do nothing for so-called \u201chuman assets.\u201d<\/p>\n

However, this could be the first opportunity to form a strategy for the future. For example, some software apps are more static than others. Choose one that has potential for expansion in numbers and quality. Business growth may be steady but slow; still, you may want to introduce the potential for performance and training tracking, management planning and talent management.<\/p>\n

Bigger Small Businesses<\/strong><\/p>\n

Simple software applications are not enough once HR issues start adding up. Software does not discipline, praise, or motivate. If administrative functions have been outsourced to software or vendor, the owner\/manager must still manage the more human<\/em> issues.<\/p>\n

So, somewhere around 150 to 250 employees, a business will hire a Personnel or HR Manager. This \u201cmanager\u201d role is prophylactic; the job is to keep the wolf from the owner\u2019s door. It is not a policy making position, and, at its best, it satisfies itself by running a tight ship. This begins as a one-person office and grows with low-level employees.<\/p>\n

Growing Businesses<\/strong><\/p>\n

Once over 250 employees, any business will be pulled in several directions. The volume of the clerical work, the administrative burden of staffing, and the level of employee stresses, all increase exponentially. But, because HR does not produce, handle, or ship anything, it is deemed as non-productive. And, all overhead is subject to cost reduction.<\/p>\n

That perception of HR will continue unless HR can change it. Among its options are to frame strategies with a clear return on investment. It must mine the avenues it has control over:<\/p>\n