For example do we focus on our participation along with other teams developing a new product, ensuring that we have the skills and resources in place to support that product as it develops (something in which we'll always take a minor role)?, or should we put more attention into increasing engagement or collaboration that might result in a many more new products in the future (and in which we can take the lead)?
To me the choice is clear. Organisational capabilities have more impact in a business than a competitive positioning so the organisation value chain is more important than the business one. Plus HR can add as a leader rather than as a support function.
What’s to choose?
The issue is though that we don’t do this, we don’t act like this. We focus on the business and forget about the organisation. That’s where all this rhetoric about focusing on the business, talking the language of the business, being a business person first HR person second comes from. And it’s the wrong perspective.
Of course we should talk about the business. And we should get involved in that product development opportunity. But we also need to encourage everyone in the business to talk about people, and we need to focus our time on the way these people are managed, developed and enabled.
We need to remember and act on the fact that HR generates most value by focusing on the organisation.
Picture credit = Dave Pickersgill