HR and its seat at the executive table

This story is about my understanding of the HR role in Business Services sector. It might be interesting for all those HR pros who have not worked in the sector before. It can be interesting also for HR pros from BSS willing to see another perspective. Hope you’ll enjoy reading.

Couple of years back one of the topics among HR professionals was: „how to ensure HR gets it’s seat at the executive table”. Surprisingly, not much is needed – just change your job and start working in the BSS (Business Services Sector) 😉

What is so specific about this sector?

When I started working in the B2B IT sector, it struck me how many discussions at the executive table were focused on „people issues”. Either we had a challenge with recruitment in general (not enough candidates). Sometime the issue was hiring on time (within the expectations of the customers/project needs) or within the price range (rates…). Then it followed with up-skilling, cross-skilling, upgrading management team, benefits, succession etc.. Nothing special for HR, isn’t it? Well, probably not. Just add to the mix the necessity to actually connect with the customer representatives to discuss people topics, employee transfers (Acquired Rights Directive & art.23′ of Polish labor code). Obviously – add no-poaching clauses & it’s implementation. (BTW: such clauses are illegal as per European law, I’ll write about it someday). Moreover – outdated labor code (if the employees sit in customer location for most of their time and it’s customer’s manager assigning the tasks, who is actually the employer?)… Sounds like fun, isn’t it? Here we go.

HR playing the business role

In the recent years I had plenty of occasions to discuss the business with our customers – either during the RFI/RFP presentations, negotiations, escalations or stanard „service meetings”. Some of the customers are undergoing „agile transformation”, implementing tribes, matrix structures, holocratic teams etc. In such a setup, one of the only teams that is acting as a single umbrella in the organization is actually the HR team (or „people ops”, or whatever this team is called these days). HR then has the impact on the overall organization, both on operational & strategic level.

When I first thought about my career in HR, I felt – hey, HR has an impact on everything that is happening in the organization. Firstly, HR knows about the organizational changes well in advance, knows all the pain-points and strengths of the company. Secondly, HR advises, coaches & sometimes releases people from the business. It seemed so powerful team! Later on, I discovered how „business drives the wheel” and how limited impact of HR may be. Finally, being in the BSS taught me being a true HR Business Partner. It’s true especially in the recent years. Why? I’ve handled both HR head role as well as the proxy role for Polish legal entities of a global corporation. The dream becomes a reality sometimes, apparently. However, from time to time it feels like it might be a nightmare too;-) Playing such role is not an easy task. It requires expanding the HR role & expertise more towards technology, business processes, understanding trends & changes, expectations of the customers (and not only employees & contractors). It teaches you a lot as well!

Dream becoming a reality

There is a saying „beware of what you wish for”. Operating the steering wheel of the company is a huge responsibility and a challenge. As an example, every single decision you make might possibly have significant impact on particular individuals. While HR is used to bearing such a responsibility, stepping in to the wider role adds yet another level of complexity to it.

Dear HR colleague, are you really ready for that? Think twice before answering. Seriously.

This post was also published on Linkedin.