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(I am an HR person, so I am on the team.) The difference between HR that has a measurable impact on the business versus ‘we ran so many programs this year’ is a clear link between how the business works and how the leaders lead. To be truly effective, most HR departments need to balance the individual and organizational focuses.įrom the comments section of that same article: The latter two disciplines are the ones that focus on making the organizational whole greater than the sum of the parts. If optimizing organization is the agenda, then a department is more likely to hire HR professionals with backgrounds in business and economics. For example, If optimizing talent is the agenda, then an HR department will probably hire HR professionals with individual-oriented psychology backgrounds.
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Obviously the tools, practices, and processes that create effective organization are substantially different from those that optimize talent. You might think that’s just two ways of wording the same idea, but it’s actually not - while it would be logical to think that promoting and building individuals leads to promotion of the organization, that’s not always how things actually work (you’ve probably seen this in your own work in some ways). If you believe “talent strategy” is more than a buzzword, HR has a major role there: they’re typically directly tied to the recruiting of new candidates.īut this all brings up an interesting sub-set of questions: is the goal of Human Resources to focus on attracting, hiring and building individuals, or is the goal about building the organization? If you believe Big Data is the future (it may be), HR has a natural role there: it already houses an organization’s employee data.
#Should i major in business or hr full#
You can argue that for a lot of those old-school guys, HR isn’t even really tied to recruiting - usually people have “their guys” (from previous jobs, etc.) and they’ll try to bring them in without the full HR process (HR in these instances becomes a background check factory, which is another transactional - as opposed to transformative - role). The (predominantly) men still running organizations came up in business during a time when the pre-eminent functions of HR were (a) personnel / paperwork, (b) recruiting, and (c) being an office cop. I do think HR is really important, but we’re in a weird place in terms of generational shift.
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You can take some of it with a grain of salt - I’ve had HR-type jobs, but I’ve never officially been under HR as a function - if you want. There is possibly no more discussed topic in the Human Resources world than “getting a seat at the table” or “becoming a strategic business partner,” (can be said in other ways as well) which essentially means “being thought to add value to the organization.” I have a whole category about this on my blog, and I’ve written about issues within HR a handful of times: check out here, here, here and here.