Veritude, a Boston-based talent acquisition, consulting and management services provider, recently published a research report titled, Working Together, Working Apart.  The report, confirms what most HR people has known all along - significant gaps exist in the working relationship between HR and business line leaders,

In the report, respondents said HR must improve business leaders' perceptions of their skills and abilities, while business managers must learn to turn to the "people experts" for support in addressing significant workforce issues.

The online survey gathered feedback from 101 business leaders with responsibility for at least 500 employees and 99 HR leaders in director-level or higher positions in three areas:

• The top strategic challenges that face business and HR leaders.

• The working relationship between business leaders and HR.

• How HR's relationship with business leaders affects the implementation of workforce plans.

I found the most surprising finding to be that 57% percent of business leaders said they have no established relationship with HR or that it would not occur to them to include HR in implementing workforce plans.  Imagine what it must be like to be the HR leader in that organization!

Business and HR leaders report frustration with one another.  21% of business leaders perceive HR as not being able to find the right people for the job or as lacking responsiveness to business leaders’ needs. On the other hand, HR leaders believe business leaders set unrealistic time frames, lack an understanding of workforce issues and are inconsistent in implementing initiatives.

The report also identifies a glaring inability, from the perspective of business leaders, of HR leaders to speak the language of business.  Only 55 percent of business leaders rate HR as "well versed" in financial acumen, but 80 percent of HR leaders give themselves that assessment.   What can you do to increase your ability to speak the language of your business?  When I first moved into banking, I was fortunate enough to report to a bank president who was supportive of me learning about the business.  I attended the Stonier Graduate School of Banking and stepped out of my comfort zone to write a Capstone project on something I knew nothing about, trust services. 

Both groups want to see HR more fully involved in workforce strategy and implementation. According to the report, HR should take the lead in driving human capital management strategy and get involved in the strategic planning process. Business leaders, meanwhile, need to recognize the importance of HR strategy in achieving business results while working to develop a deeper understanding, acknowledgment and respect for the function.

HR leaders are encouraged to schedule time with key leaders on a regular basis to build relationships.

The report contains key questions HR leaders should ask themselves:

• Is my HR team driving the workforce strategy with the sophistication, data analysis and planning savvy required by your business?

• What is the strategic alignment between my HR team and the business, especially in terms of the grasp of the culture and key drivers of success in support of the core business areas?

• At what level is my HR team exhibiting sophistication, business acumen, analytic contributions and leadership skills?

• What is the quality of my HR team’s relationships with business line leaders?

The bottom line - HR leaders who truly speak the language of business are in a position of great power and can offer tremendous value to their companies.