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Delivering Business Value Through HR

by contributing author: Sam Neo, Founder & CPO, People Mentality Inc

I was recently invited by my mentor, Eddie Lee, to attend a Workforce Singapore (WSG) “Adapt and Grow” session where he was sharing with numerous SME HR professionals on how to be more PROACTIVE rather than REACTIVE when dealing with the business aspects within their organisations.

It was a pretty interesting session to me, and the following are my 4 key takeaways from his sharing.

1) Start off by asking, “What is the aim of doing this?”

Before deciding if we should even implement something, it’s important to first question the purpose of doing so.

Is it to reduce turnover? Is it to generate more revenue? Is it to enhance the employer branding? What are we actually aiming to achieve by rolling out a new initiative?

By first clearly defining the end goal, we can then take the most effective route to deliver value to the business.

2) Remove the HR hat and put on the business hat

To convince the senior management and line divisions that HR is a strategic partner, we need to see things from their point of view. Instead of merely saying, “I want to reduce the turnover”, the real aim of doing so could perhaps be reframed as “I want to retain the best talents to generate the highest possible revenue for the organization”. Using a business lens while leveraging on HR tools is what we can adopt to help others appreciate the value that we are trying to deliver.

3) Focus on bringing people into the business

HR often focuses on the operational part of things and in turn, becomes very process-driven rather than thinking of how we can become an enabler to deliver strategic value to the organization. Definitely, the daily operational tasks have to be delivered. But while doing so, we should also not overlook what our true potential can bring about i.e. bringing the people element into the business and enabling them to create value for the organization. It’s not all about policy adherence or ensuring things are done in certain manner. More emphasis should be placed on value creation.

4) “Build, Borrow, Buy” model

The growth model has 3 parts to it. First, we can BUILD talent from within where we develop and then promote. Second, we can BORROW talents from other teams and re-deploy them to other parts of the organization. Third, organizations can BUY talents from the open market to fill positional gaps. Ideally, organizations should create a strong talent pipeline so that people can grow from within and progress. When that happens, talent acquisition will then be primarily at the entry level which is easier to source and cheaper to acquire.

About the author:

Based in Singapore, Sam is currently the Founder and Chief People Officer of People Mentality Inc, a Human Resources (HR) advocacy startup that seeks to help organizations become an Employer of Choice through progressive HR practices and storytelling to communicate what they truly stand for.

Sam is a HR professional with accelerated experience in market leading companies such as Keppel Corporation and Changi Airport Group. His burning passion for HR has seen him take on a diverse range of roles in areas of Employer Branding, Talent Management, Business Partnership, Talent Acquisition, Corporate Social Responsibility and Staff Engagement among others.

Sam’s active involvement in advocating the HR Tech scene also saw him being invited by SHIFT to take on the role of an advisory board member to provide strategic advice to the team.

He was recently invited to be part of the founding team to set up the People and Career Development Association to champion career development across the region.

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Peoplewave make great managers. We do this with our revolutionary Employee Relationship Management (“ERM”) platform. See more at www.peoplewave.co

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Peoplewave

Peoplewave

Peoplewave make great managers. We do this with our revolutionary Employee Relationship Management (“ERM”) platform. See more at www.peoplewave.co

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