HR Chief Operating Officer, fancy role title or critical need?

Having been in two HR Chief Operating Officer (HR COO) roles in the past, it was interesting to read a recent Gartner research article on the ‘5 Imperatives of the HR Model of the Future’.  Whilst the core elements of the Ulrich model are still required i.e. Shared Services / Centres of Excellence and a revised BP role (which moves into a Strategic Talent Partner) the key call out was the need for an HR COO role.

Their justification is that Directors of HR / Chief People Officers need someone, trusted and capable, to run the function, freeing them up to focus on board and executive matters.  They suggest that the HR COO role takes accountability for shared services, HR technology, HR analytics and a team they refer to as people relations managers.

In the previous two roles I’ve undertaken there have been differences in scope and remit.  The first, for a global bank was HR COO for the Asia region.  Within this remit I wasn’t accountable for shared services but focused on project delivery (including significant divestment activity, technology implementation and user adoption, annual pay review process); HR analytics; HR risk and people planning.  The second, as Head of HR Operations for a global charity did include HR services as well as technology; analytics; project planning; HR risk; HR finance; HR process improvement and HR supplier management – almost a business manager role.

Having undertaken both roles I can absolutely see the benefits they bring to the HR Director.  The confidence that comes from knowing someone is focused on the day to day operations whether that be delivering for employees or ensuring that the function is set for success absolutely allows them to engage with their counterparts in a more focused and timely way.

Previously HR COO roles only worked in organisations of scale, that had the headcount and breath of resources to warrant the need.  However, they are now more viable in medium size businesses, the charity was an organisation of just over 11k employees, but the role was still able to add value to that organisation and the HR team it was part of.

To answer the initial question, yes it is a fancy role title but no matter the title, the concept of the role and the value it can add are measurable and worth considering for many HR / People teams

InFocus HR can help you with planning and implementing an HR COO role as we have extensive experience in:

  • HR shared services
  • HR technology
  • HR analytics
  • HR risk (including Audit)
  • HR finance (day to day and strategic budget planning)
  • HR process improvement
  • HR supplier management
  • HR business continuity (critical in today’s uncertain world)

For more information or to just arrange an initial chat, email ian@infocushrconsulting.com

Access to the Gartner article here, note you have to register with Gartner to access the free download

 

 

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