Carol E. M. Anderson

The good business question is, “How are our [revenues, margins, market share, expenses] compared to our potential?” Are there behavioral considerations at the workforce or leadership level that are prohibiting us from achieving that potential?

Carol E. M. Anderson

Remembering that HR programs are simply message points helping leaders and the workforce do their best work, HR has to make sure those points are linked closely together, align to the business objectives, and do not frustrate the heck out of customers.

Carol E. M. Anderson

When operational leaders resist “HR programs,” HR needs to take that as a sign that either the operational leader has not yet made the link between what she is asked to do and improving performance, or the program does not do what it is purported to do. Either way, HR is not delivering service to their customers.

Carol E. M. Anderson

If operational leaders were leading effectively there probably wouldn’t be a need for all of the regulations and rules that choke most organizations today, ergo the HR programs. After all, HR programs are merely a framework showing the way to effective leadership. If those programs are not doing that, it is the C-Suite who must demand something different, measure the effectiveness and work in collaboration … [ Read more ]

Carol E. M. Anderson

Bringing HR to the C-Suite: How Human Resources Can Create Value and Drive Performance

HR has been trying to get the proverbial seat at the table for eons, and it doesn’t seem that there has been much progress and… there’s a credibility gap between HR and the ‘C’ suite that gets wider every day. The C-Suite still doesn’t see or value the role HR can and should play, because we are still mired in the morass of compliance and … [ Read more ]