Recession: a shot in the arm for HR

Abstract

PurposeThe purpose of this article is to provide a practical view of the developing role of HR, particularly given recessionary conditions. It aims to identify the ways in which HR teams can combine serving the short‐term needs of the organization with making a deeper longer‐term contribution.Design/methodology/approachThis article is based upon the authors' experience of working with HR teams in both the private and public sectors in the UK and Northern Europe. In parallel with this, they have worked with many line management teams across sectors and heard both their complaints and praise for HR. The article also draws upon recent research in HR Business Partnering led by one of the authors.FindingsIt was found that those HR teams that sustain a balanced contribution to organizational success seem to have a number of key components: operational effectiveness in delivering core HR services, flexible HR strategy, commercial focus and highly credible individuals.Originality/valueThe article highlights the importance of HR teams balancing their operational effectiveness with longer‐term strategic impact, and professional expertise with personal credibility and presence. The attraction of being involved in large‐scale organizational change may mean that HR provides the operational support for change but loses its greater influence. In developing HR professionals it will continue to be important to get the right mix of personal skills and technical expertise.