Online Reporter
Employee Relations
Dr Request Machimbira
The board human resources (HR) committee is the sentinel of an organisation’s HR function, tasked with providing vigilant leadership and oversight.
Yet, all too often, these committees are relegated to the sidelines, as mere spectators in the grand theatre of corporate governance while their potential is stifled by the suffocating grip of executive capture.
This phenomenon, where the chief executive officer (CEO) wields the puppet strings, dictates what the committee knows, sets the agenda and predetermines outcomes, must be avoided. To break free from this captivity, HR committees must forge a robust oversight dashboard, a beacon of light illuminating the dark recesses of human resources.
This dashboard must be infused with insightful HR productivity trackers, the compass that guides empirical decision-making.
Metrics such as average revenue per employee, labour costs per employee or per occupational category, grievance prevalence index, grievance resolution turnaround time and disciplinary prevalence index are the signposts that illuminate the path to data-driven decisions, banishing the shadows of emotional and sentimental approaches.
However, some HR committees are guilty of apathy. Their participation in agenda consultations and setting processes are as fleeting as a whisper in the wind. This creates a vacuum that the executive is all too eager to fill, scripting the narrative and relegating the committee to a mere cameo role.
HR committees must reclaim their rightful place as scriptwriters, defining the policy direction and HR strategic thrust of the organisation. The HR function is a specialised discipline, requiring expert practitioners who have spent years honing their craft.
It is a travesty that anyone can be appointed to the HR committee, robbing it of the requisite depth and utility.
Appointing authorities must be more discerning, seeking diversified expertise in the HR value chain, including acquisition, employee relations, organisational development, learning and development, compensation and wellness specialists.
A mechanic who can fix a Volvo may not be equipped to repair a Mercedes-Benz.
Similarly, HR committees require a diverse array of skills to navigate the complex landscape of human resources. Investing in committee-specific board induction is not a luxury, but a necessity, ensuring members possess the knowledge and skills to contribute effectively.
Many board members have not attended a single workshop on human resources management, making it unrealistic to expect meaningful contributions. It is time to bridge this knowledge gap, empowering HR committees to provide the leadership and oversight necessary for organisational success.
Furthermore, HR committees often neglect risk management, failing to develop an HR risk register and risk strategy. Decisions must be risk-proof, reducing exposure to issues like low staff tenure, high recruitment costs and labour litigations.
The audit function should not be cannibalised by overemphasis on compliance; rather, HR committees must strike a balance, allowing the HR function to drive innovation and growth. To achieve effective oversight, board HR committees should:
Develop a robust oversight dashboard with insightful HR metrics.
Ensure data-driven decision-making.
Participate actively in agenda consultations and setting processes.
Define the policy direction and HR strategic thrust.
Seek diversified expertise in the HR value chain.
Invest in committee-specific board induction.
Develop an HR risk register and risk strategy.
Balance compliance with strategic focus.
By implementing these solutions, board HR committees can provide effective oversight, drive strategic growth and enhance organisational performance.
Above all, HR committees must act as facilitators of human resources service delivery.
A human audit can provide an independent view of an organisation’s HR structure, including its service delivery model and the capabilities of its practitioners.
It is, therefore, advisable for an organisation to conduct an annual human resources audit and periodic human resources service delivery surveys, such as the net promoter survey, which can reveal areas for improvement from an HR perspective.
Board human resources committees should stop escorting organisations into mediocrity.
They need to shift from the handbrake to the accelerator.
It is a function of intentionality
Dr Request Machimbira is the executive director of Proficiency Consulting Group and the International Wellness Institute. For feedback, email request @proficiencyinternational.com or phone +263772693404.
