We have collected two additional questions from our webinar participants to ask our experienced panel.
Here, Amanda Rajkumar, Board Level HR Practitioner, former Adidas’ Executive board member overseeing Human Resources, People, and Culture, and Head of Human Resources at BNP Paribas USA, and Orlagh hunt, Chief People Officer, One Savings Bank, share their thoughts.
Q1:Traditionally HR has not been involved with temporary workers in many organisations. However, as gig workers and freelancing etc. have increased in number is it becoming more important to be able to navigate the area?
OH This will depend on the size of your organisation and how much gig workers or freelancers are involved in it. I believe that HR should consider the degree to which they wish to influence employee experience in this group if they represent a critical mass of talent or a critical mass within your organization.
AR The topic of HR managing temporary employees has been hotly debated. Throughout my HR career I have heard both valid arguments for and against this. It is estimated that 40 percent of the UK workforce is made up of temporary workers. It is clear that HR should be responsible for managing temporary employees to ensure they can effectively manage workflows and resources. HR would find it difficult to manage this growing group without the right technology, tools and resources.
I think the best approach is to have Procurement and Human Resources share responsibility. Procurement plays a key role in identifying contracts that are cost-effective, which can lead to savings. This collaboration is crucial, since many business units hire temporary staff directly without having adequate visibility or strategic oversight. HR also needs to understand the employee/staff makeup in order to manage talent/people/metrics.
Q2: How can I find a mentor to help me get to the top of a business? Should I look for mentors who have HR experience, or can I also find someone from another discipline?
AR Congratulations on requesting a mentor. You can unlock a lot of value by having someone to guide and support you in your career. The mentor should have a good understanding of leadership and people, but not necessarily be from the HR department. I would choose the most inspiring, authentic leader you can find in your organization or field. It is important to have someone who is senior and has an interest in helping others develop. However, the most common topics that you would like to discuss with a mentor are more general ones, such as career advancement, performance, or recognition.
OH Congratulations on finding a mentor. I believe they will be of great value to you and me. I’ve been fortunate enough to have mentors both within and outside of the function throughout my career. Both can be a great asset. It’s important to think about the areas you want to improve and who you know that are experts in those fields. Then, ask them if they would be willing to mentor.
When I first became responsible for a new area, I needed a mentor to help me navigate the cultural and legal differences and complexity. I also needed a mentor when I took on my first CPO position and was required to manage the Remuneration Committee.
Amanda mentions that anyone in the company could benefit from a broader understanding of networking, communication or influence. When I joined the Executive Committee for the first time, I had my CFO guide me through the financial reporting so that I could be up-to-speed with the management discussions.
You will have a difficult time choosing the right person to help you.
