A lack of involvement in devising corporate strategy means that HR continues to be the “messenger” rather the instigator, leading to a significant misalignment between employee and business objectives, according to research.
A survey among 125 HR professionals and business managers conducted at the Chartered Institute of Personnel and Development’s HR Software Show earlier this year revealed that a huge three quarters of HR practitioners were excluded from helping to formulate business strategy.
This meant that, rather than being consulted on setting company goals, they were mainly used to communicate them (57%).
As a result, however, the study, which was undertaken by Redshift Research on behalf of outsourcing provider plusHR, found that the objectives of a tiny one in 10 workers were totally aligned with those of the business, with more than half having aims that were only partially in tandem or not at all.
Marc Bishop, plusHR’s director of HR consulting, said: “The research highlights the endemic problems within modern corporate HR functions which, despite their best endeavours over the last decade or so, aren’t actually aligned with business when creating corporate strategy.”
Around seven out of 10 respondents felt that one of the reasons for this misalignment of personal and organisational objectives was the lack of reference made to the issue by line managers. A further 86% cited an inability by those managers to help employees understand what success looked like.
But the situation also wasn’t helped by a failure to adequately reward performance that went above and beyond the call of duty (86%) and a lack of performance-based reward mechanisms in general (30%).