One common mistake you see companies repeatedly make in effecting organisation change is the over emphasis and attention paid to getting the hardware part of things right (ie. by spending lots and lots of money and effort in updating IT systems and existing infrastructure), while at the same time completely mismanaging or even completely negating the software part of the process. By software I mean the true asset of any organisation – its people.

What’s the use of installing the most sophisticated technologies or cutting edge management innovations if your own employees don’t buy into it, or the very reasons why the company feels the need to rock the boat and change the way things have always been done?

The majority of people are naturally opposed to having their normal routines disrupted. Here is where HR practitioners can and should play an essential role in the process of organisational change. In too many unfortunate cases, senior management does not always have an accurate “feel” of their own organisation and employees, but HR practitioners do. They are the ones that have ears on the ground and fingers on the pulse of the organisation, they are aware of the undercurrents rumbling through the office grapevine. HR is usually the first to hear about complaints against particular policies or managers, as well as all sorts of information via exit interviews and employee assessments.

HR practitioners who are in touch with their employees are therefore in the best position to advise senior management about potential problems or employee resistance in the face of impending change.

By the same token, HR can also serve as a bridge between senior management and employees, establishing a clear and open channel of communication between both sides, and actively championing a culture of continuous employee engagement is key in dealing with the feelings of negativity, and ensuring that everyone in the company is engaged and on the same page during times of organisational change.

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These days, HR is more than just a rank and file role that hires and fires staff, and handles all the administrative details such as monitoring sick leave and vacations. HR is increasingly moving towards a more professional role and HR practitioners are organising themselves to form recognised, professional associations. They are propelling the industry forward by setting the standard for formal and credible HR accreditations/qualifications, sharing best practices, creating networks and pushing for innovation in all aspects related to the profession.

As a result, HR is increasingly viewed as an essential component of an organisation’s overall business strategy. Savvy companies have long been aware of the important strategic role that HR can deliver. Does your company have some catching up to do in this particular area? Do you feel that senior management underestimates the contribution that HR can make to the company’s future success? Here are some points to consider in how you might go about expanding your role in HR within your organisation:

1) Improve your job skills

You won’t be able to convince anyone unless you’re coming from a strong foundation of knowledge and expertise. Keep your job skills current by attending HR courses, seminars and training programmes. Think seriously about obtaining formal HR accreditations/qualifications.

2) Stay informed

Are you up-to-date with the latest HR innovations and trends? Who are the HR movers and shakers in your industry? Subscribe to magazines, join associations and network (both on- and off-line) to widen your access to information, best practices and other companies’ HR advancements.

3) Know your business

In order for you to work out how HR can contribute to your company’s bottom line, you must be interested and aware of the various business activities and developments happening in your own company, as well as your particular industry. Be prepared to take a greater participation in the different business processes of your company.

4) Talk with your boss

Share your ideas with your boss or senior management. Come prepared for this meeting with concrete plans and suggestions on how to improve HR and staff performance in your organisation. The more you can demonstrate the ROI to your business, the more seriously your ideas and initiatives will be taken.

Good luck!

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