Sg HR Only Good At Exploiting Sporns!

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<TABLE border=0 cellSpacing=0 cellPadding=0 width=452><TBODY><TR><TD vAlign=top width=452 colSpan=2>Published September 18, 2009

</TD></TR><TR><TD vAlign=top width=452 colSpan=2>Just how much value does HR add to the bottom line?

By CHUANG PECK MING
<TABLE class=storyLinks border=0 cellSpacing=4 cellPadding=1 width=136 align=right><TBODY><TR class=font10><TD width=20 align=right></TD><TD>Email this article</TD></TR><TR class=font10><TD width=20 align=right></TD><TD>Print article </TD></TR><TR class=font10><TD width=20 align=right></TD><TD>Feedback</TD></TR></TBODY></TABLE>HUMAN resource practitioners here make a bigger impact on the corporate bottom line than their global counterparts - even when they have a poorer grasp of the business environment, says a study commissioned for the Singapore Human Capital Summit at the end of this month.

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</TD></TR><TR><TD bgColor=#fffff1><TABLE border=0 cellSpacing=0 cellPadding=0 width=124 align=center><TBODY><TR><TD vAlign=top>'The impact of local HR professionals on business results is noticeably greater compared with their global peers,' says WDA, an organiser of the summit.'
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</TD></TR></TBODY></TABLE></TD></TR></TBODY></TABLE>The national study, covering 250 HR professionals at 50 companies, shows 'the impact of local HR professionals on business results is noticeably greater compared with their global peers', the Workforce Development Agency (WDA), an organiser of the summit, said yesterday.
The study is the first of its kind here to benchmark the competency of local HR professionals against global standards. It was commissioned by the Ministry of Manpower (MOM) and carried out by leadership and HR consultancy firm RBL Group.
According to the study's preliminary findings, Singapore did best in 'credible activist' - one of six indicators used to measure the competency of HR practitioners.
This means HR professionals here do well in getting things done - and they do what they say with integrity. Singapore HR professionals also take strong positions that challenge assumptions and put their positions across effectively.
But HR professionals here are less competent in the five other indicators: culture and change steward; talent manager and organisational designer; strategy architect; operational executor; and business ally.
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</TD></TR></TBODY></TABLE>Compared with their counterparts in the US, Canada, Europe, China and India, Singapore HR professionals are less familiar with the business context in which they operate - and know little about how their companies succeed and make money.
HR professionals here are also less efficient than their global peers at managing and implementing policies to engage and direct employees, according to the study.
'While local HR professionals do the best job at being credible activist, they need to strengthen the rest of the competencies, especially the business ally competency, in order to add greater value to business results,' WDA said. 'These findings are similar to the global results.'
The study shows Singapore HR professionals have up to a 12 per cent bigger impact on business results than their global counterparts 'when they can harness these competencies effectively'.
'This is despite the finding that they are rated consistently lower in all categories of HR competencies compared to global findings,' WDA said.
Low Peck Kem, MOM's director of the People Matters Department and project director of the National Human Resource Capability Building Unit, told a news conference yesterday this could indicate that expectations of local HR professionals are greater than elsewhere.
'Their line management colleagues expect them to be better and to contribute even more than their global counterparts,' Ms Low said.
Details of the survey will be unveiled at the two-day summit on Sept 29 and 30.
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