As the former cabinet secretary and ex-head of the Home Civil Service, Lord Wilson of Dinton has relied upon solid people-management skills for much of his impressive career; in a frank interview the new CIPD President talks openly about the ongoing challenges for the HR function and explains why it must shake off its ‘woolly and cuddly’ image.

By Annie Hayes, HRZone Editor

At the opening keynote speech of the recent Chartered Institute of Personnel and Development (CIPD) annual conference, Lord Wilson told delegates that changes in the external environment were far-reaching and posed an ongoing challenge to HR professionals.

“The workforce is changing, they expect more. If they aren’t valued, they will get out and if they can’t get out they don’t perform,” he said.

HR, he went onto say can bring key skills ‘to the party’ including an understanding of what makes organisations tick and commitment. This was a unique opportunity for the function, Lord Wilson told delegates.

I asked the new CIPD President what these new HR challenges included. He explained:

“People no longer have any compunction about moving on, they will try out different jobs and move around quickly. In the past HR has come in and swept up the mess. The job of HR today is to come on the scene before the decisions are taken.”

Perceptions, he warned needed to be changed, to allow the function to take a leap from subordinate to decision-maker.

“HR is handicapped by its image of being ‘woolly and cuddly’ –a skill which lacks a hard edge. HR must now make contributions in a way which is relevant to business concerns.”

But, trying to get in with the decision-makers isn’t always easy, Lord Wilson explained the challenge:

“HR can only get a seat on the board by earning it. You can’t demand it. The perception is that finance for example should be on the board, they are seen as an integral part of the company – HR has to be seen in the same way. They must demonstrate their contribution at the top level.”

Sharing his thoughts on the key characteristics of an HR strategy, Lord Wilson offered the following pointers:

• Integration: HR strategy should not exist on its own
• Relevance: focused on the key issues
• Understood: an effective strategy will be known and understood by everyone
• Committed to: a crucial element if it is to work

In a warning, however, Lord Wilson urged the function to cut out the jargon.

There is a tendency he said for HR to describe things in a way which only means something to other practitioners, not other people.

Communicating effectively he laughed is helped by “having a good grounding in Anglo-Saxon!”

The new CIPD President brings solid experience of people-management matters to the role. For much of his distinguished career he has been tackling HR issues, culminating in the much-lauded reform programme for the Home Civil Service.

Reflecting on this experience and considering the way the HR function has changed he said:

“HR used to be seen as being about pay, rations and filling posts. It has grown into a systematic and professional strategic contribution since then. One of its key roles is helping people through the change process. My experience is that people aren’t usually opposed to change they just feel powerless and they don’t know what to do about it – HR can help people address these issues.”

I wondered what place ‘change’ held on the new President’s manifesto. At the recent conference he told delegates:

“I’ve taken over new roles more times than I can remember and I’ve learnt that, rather like children teach you what they need, so too do organisations. The idea that you walk into an organisation and know immediately what people need is wrong. The CIPD is doing fine already, but if I can I will support it in the things I believe in.”

While change might not be on his immediate agenda, the message is clear: for HR to survive the next hurdle it must help itself in ensuring that its perceptions are altered and that it is recognised for providing bottom line value at a pace that mirrors changes in the external and internal environment.

Of the appointment he said he was ‘hugely honoured’ and vowed that ‘if he could contribute he should be delighted.’