Lessons learned from bad HR bosses (Guest Commentary)

By Karen Todd
|Canadian HR Reporter|Last Updated: 05/09/2005

Next to the CEO, the leader of the HR function can be the most influential and important person in an organization. While other leaders typically manage one or two functions, this role works across all functions touching every manager and employee.

A trusted HR executive is confided in and knows more about what’s going on in the organization than anyone else. This gives her a unique view of the entire business and puts her in a position to diagnose problems — especially cross-functional ones — and play a key role in the development of solutions.

So why is there still so much discussion about the struggle to gain the business’ acceptance to be such a resource? Why are CEOs and other senior leaders so willing to hire expensive external consultants without even exploring whether the skill exists in the HR function?