The times when HR managers primarily took care of administrative tasks are almost a relic of the past. Today, the focus is increasingly on well thought-out personnel planning and development.
However, although many companies are keen to emphasize a partnership between corporate management and HR, the reality in medium-sized companies paints a different picture – the prospect of finding a business partner with an active role in processes and decisions relevant to corporate strategy is often nowhere to be found.
HR is still by no means part of direct management or the C-level and is instead categorized as part of extended management. When HR is involved in internal corporate planning, it is often based on the fundamental strategic decisions of the C-level. As a result, HR trails behind in terms of its capabilities and can often only react instead of act. Consequently, strategic, long-term planning and development opportunities in HR are more the exception than the rule.
In their job specification profiles, job advertisements often suggest that HR managers are involved in all decision-making processes, but at the latest when it comes to the hierarchical classification, it becomes clear that this is not how things are practiced in reality.
What´s more, neither sufficient personnel nor financial resources are being made available to cope with the extensive range of tasks. Overcoming the failings of the past and simultaneously promoting, HR development, employer branding and employee satisfaction and retention, is a mammoth task that requires sufficient resources and the appropriate commitment to bring about a truly transformational change.