How HR Established Itself as a Strategic Partner
Written by Tara Morey
Last month, I had the opportunity to attend the MI HR Day keynote address by Clayton Fitzhugh, EVP Systems Services and CHRO at Trinity Health. I’ve heard many keynotes in my conference going days, but this one really resonated. It’s not every day you get to hear a top HR person from such a large organization share the details about transforming HR.
Here are the top five key takeaways from Clayton’s keynote:
1. HR must understand the business. What is the business trying to accomplish and how can HR enable this? This must drive everything HR is doing.
2. HR has to prioritize and focus. HR cannot accomplish everything at once so you must be able to identify priorities and develop a roadmap.
3. Be ready to work hard. Transforming HR takes discipline and it is hard to do. Don’t expect transformation overnight.
4. HR needs to build credibility with the business by re-engineering processes where it makes sense and not getting stuck in “this is how we’ve always done it.”
5. HR has to be strategic on how to deliver the most value to the enterprise at the lowest possible cost.
There you have it – the keys to HR establishing itself as a strategic partner.
Following the keynote, Findley Davies presented on the Art and Science of HR Service Delivery. We provided some tips, best practices and case studies on how to transform HR, including why organizations make service delivery changes, and four common HR service delivery models and the advantages/disadvantages of each. Real life examples bring HR situations, approaches and outcomes to life. Check out the examples to determine if your situation aligns with one of the four scenarios included in this presentation.