Blogs: Why Doesn't HR Lead Change?

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(From blogs.hbr.org) It's hard to find leaders of the human resources (HR) function who are active in helping their organization improve the way it works. I asked dozens of people who are in HR or in process improvement to share examples of HR change leaders, and I only found a few.

(From blogs.hbr.org) It's hard to find leaders of the human resources (HR) function who are active in helping their organization improve the way it works. I asked dozens of people who are in HR or in process improvement to share examples of HR change leaders, and I only found a few.

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Though it's rare, here's an indicator of what is possible. In 2009 Tony Scibelli, Vice President of Human Resources and Operations at Faxton-St. Luke's Healthcare learned that the Chief Operating Officer and Chief Nursing Officer were going to launch "relationship-based care," a comprehensive cultural change program to focus doctors' and nurses' attention on patients and their families. He offered to have HR involved to address the people aspects. He showed them how HR could weave relationship-based care and continuous improvement into the fabric of this community hospital in central New York, for example by hiring and promoting the right people. He was at the table with them as they planned training and communications, and as they decided how to reward people who took on improvement projects.

Though it's rare, here's an indicator of what is possible. In 2009 Tony Scibelli, Vice President of Human Resources and Operations at Faxton-St. Luke's Healthcare learned that the Chief Operating Officer and Chief Nursing Officer were going to launch "relationship-based care," a comprehensive cultural change program to focus doctors' and nurses' attention on patients and their families. He offered to have HR involved to address the people aspects. He showed them how HR could weave relationship-based care and continuous improvement into the fabric of this community hospital in central New York, for example by hiring and promoting the right people. He was at the table with them as they planned training and communications, and as they decided how to reward people who took on improvement projects.

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