The Four Skills Needed for Strategic HR Management
Posted on 07.15.2014
Just being an up-to-date HR expert won’t make you an all-star HR Manager anymore. These four skills are as important to your success as knowing what FMLA and EEOC stand for.
Critical Thinking Skills
As an HR strategic leader, you are privy to information and projections pertaining to the entire organization as well as the workforce. Consequently, business ethics, principles and discretion are important to the job. HR leaders must always put the interests of the company first. Analytical thinking skills are paramount. Always remain aware of circumstances that cause unintentional disclosure of information that could disrupt a strategic plan.
Leadership skills are fundamental to consensus building, negotiation and day-to-day management of HR functions. Consensus building is simpler with the appropriate leadership skills to support the HR expert’s position. One good example is delivering a passionate plea for additional human resources funding. It will be ineffective unless you can illustrate to your executive and finance officers the return on investment in HR functions that results am impact their bottom line.
Communication skills comprise more than just the ability to produce well-constructed emails, reports and speeches. Effective HR strategic management depends on active listening and watching. Observing employment trends and best practices that successful companies embrace are all part of the communication process. Paying attention to employee feedback enables better understanding of what employees need from their employer. Communications aids in the development of a strategy that supports your group’s goals.
Business Management Skills
You need to know more than just HR functions and employment and labor law. Strategic HR management involves a well-rounded approach to business and HR. Business acumen is something HR leaders must have. Corporations are now hiring HR leaders who are business-savvy because managing human capital from a strategic point of view requires a business foundation. A “Harvard Business Review” article entitled “The New Path to the C Suite” projects what future chief human resources officers (CHROs) must have. The article claims, “If companies continue to award top HR jobs to non-HR executives, the CHROs of the future will be more likely to have an understanding of commercial models, as well as experience with change management and finding pragmatic solutions to complex issues.”