This third building block is more short term oriented and directly related to the current context with issues and priorities. What are the (financial) objectives of the Organization and how can HR a clear part. In other words, what are the HR drivers that can support the goals of the Organization, preferably expressed in hard (re) figures.
The first building block, based-on-order, gives the possibility to start and good initiatives and to underpin figures for management.
The second building block, create value with and through people, carries implied important contribution to increasing productivity. If the talents of people better reflect the role they fulfill, the context and the direction of the Organization, then that positive impact, such as more involvement, higher motivation and productivity.
Take for example the conduct of employees. Research indicates that a departing employee the Organization 33% to 200% of the annual salary costs. How much turnover there is within your organization and is that desirable? What would it mean if the conduct substantial (financial) can be reduced. A relatively simple calculation.
The same is true for sick leave! What does it as within your organization absenteeism with 1%?
Yet another example is productivity. Many organizations make insufficient use of the qualities of their people. For example, suppose the productivity per employee can be increased substantially by internal mobility and to help people understand their own talents and appropriate roles. That's not a win-win situation for both employees and organization?
So there are plenty of HR to find drivers, buttons to which HR can run, to contribute to the business, directly or indirectly related to turnover or profit. Through these three building blocks as a starting point carries HR is a major contributor to the success of the organization.
I'm very curious what other addressing there are to the role of HR.
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