Human Resource Quarterly


HR Quarterly - October 2016

Over the past five years, companies have been cutting headcount, costs and capital expenditures.

Over the past five years, companies have been cutting headcount, costs and capital expenditures. Some business leaders, failing to consider the long-term view on staff reductions, didn’t stop at thinning the ranks of non-performing talent; they also cut some high-performing employees. Administrative functions, including Human Resources, took significant hits, perhaps disproportionately so. Yet, project demand for Human Resource capabilities to support talent, benefits, workforce planning, reward and other Human Resource responsibilities continues to outweigh the supply of resources.

In most organisations Human Resources is still not positioned as a strategic partner to the business. In fact, we routinely find that more than 75% of Human Resources work hours are spent on administrative and advisory transactions support. It’s a reality that many executives would like to see change. But Human Resources Executives face the daunting task of trying to boost focus on areas critical to the entity’s success, given fewer employees and tighter budgets.

By focusing on the fundamentals Human Resources Executives can transform an organisation that focuses the majority of its time on administrative tasks to one that’s viewed as a trusted advisor to the business.  The fundamentals of running Human Resources in an organisation come down to three things: people, process, and technology.  The right people in the right jobs. The right processes in place. Then, finally, the right technology to enable the vision of what Human Resources can be to the organisation. To achieve the desired results, truly make change stick, and make your organisation effective, you can’t do one without the other.

Topics covered in this issue are:

  • The hidden curriculum of work
  • The legal aspects of equal pay
  • Short term incentives by sector
  • Predicted salary increases


HR Quarterly 2016