Q&A: Is HR ready for the C-Suite, is the C-Suite ready for HR?

Following on from the recent webinar from The HR World: Is HR ready for the C-Suite, is the C-Suite ready for HR, sponsored by DEKA Outsourcing, we picked up on two more questions from webinar attendees to put in front of our highly experienced panel.

Here, Amanda Rajkumar – Board Level HR Practitioner, previous Adidas’ Executive Board Member overseeing Human Resources, People, and Culture and Head of Human Resources for BNP Paribas USA and Orlagh Hunt – Chief People Officer, One Savings Bank share their thoughts.

Q1:Traditionally, HR hasn’t got involved in the temporary workforce in many organisations however with the rise of gig workers and freelance working etc is the ability to navigate this area of growing importance?

OH: I think that’s this will vary by organisation depending on how big a role gig workers and freelancers play in your workplace. If they are a critical mass or talent pool in your organisation then yes I think HR need to think about the extent they want to influence the employee experience for this group.

AR: This topic has been widely debated, and throughout my HR career, I have seen valid arguments both for and against HR managing temporary workers. Currently, it is estimated that 40% of the workforce in the UK is comprised of temporary employees. This represents a significant portion of the workforce, suggesting that managing temporary workers should fall under the HR mandate to effectively be able to handle workflow and resource demands holistically. However, without the appropriate technology, tools, and, most importantly, resources, it would be challenging for HR to take sole responsibility for this growing group of workers.

I believe the optimal approach is for Procurement and HR to share responsibility. Procurement can play a crucial role in identifying cost-effective contracts, contributing to overall savings. This collaboration is essential, as many business lines often hire temporary workers directly, often without adequate visibility and strategic oversight of contingent worker spend, but HR having access to understanding the overall employee/staff make-up is essential for the management of talent/people and metrics.

Q2: I’m wondering about finding a mentor in order to help find my way to senior levels in businesses. As an HR practitioner should I only consider mentors with HR experience or should I find a leader from a different discipline who could help me?

AR: Well done on pushing for a mentor – you can unlock huge value by having a trusted advisor to provide support and counsel to your professional life. It’s important the mentor understands leadership and people but doesn’t necessarily have to be in the HR field. I would go for the most authentic, respected leader in your company or sphere, and someone you find inspirational. There is, of course, value in having someone senior in their field who has a real interest in developing others – but often, you will find the topics you want to discuss are usually more general, such as performance, recognition and career progression,  which any strong mentor can guide you on.

OH: Well done on seeking out a mentor I think they can add huge value to us all. I have been lucky enough to have had mentors from within and outside the function over my career so think both can add enormous value. In selecting a mentor it’s worth thinking about what is the area you are seeking to strengthen and therefore who do you know is great at that particular thing and then seeing if they are willing to mentor you.

The points when an HR mentor was really critical to me was when I was responsible for an area for the first time so the first time I had an international role and how to manage all that cultural and legal difference and complexity and secondly when I got my first CPO role and had to manage a Remuneration committee and I’m not a reward expert.

As Amanda says broader learning points on networking or communication or influencing could be anyone across the business. I also had my colleague the CFO take me through a lot of the financial reporting the first time I sat on the Executive Committee so I was up to speed for the management discussions.

Good luck with selecting the person who can help you most right now.