HR Directors – want to be more Director and less HR?

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James Cumming
James Cumming
Posted On29th October 2024
Posted On29th October 2024
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HR Directors: Becoming More Director, Less HR

For years, HR Directors have faced a dual challenge. On one side, they’re expected to operate at the strategic level, influencing the top table. On the other, they’re held accountable for granular issues like pay errors, contract disputes, or disciplinaries. It’s no wonder many HR leaders feel stuck between their operational duties and their desire to make a real strategic impact.

Yet the role of an HR Director is far more than firefighting. It’s about driving organisational success through people. To truly thrive as a commercial leader, HR Directors must shift their focus from traditional HR tasks to strategic initiatives that align with broader business goals.

This blog explores practical, commercially focused strategies to help HR Directors elevate their role, add value to the business, and lead with impact.


The Commercial Reality of HR Directors and Leadership

Let’s start with a stark reality: CEOs and other executives don’t necessarily care how HR processes run—as long as they run smoothly. Their priorities lie elsewhere:

  • Driving revenue growth
  • Retaining customers
  • Innovating products or services
  • Reducing risks
  • Leveraging technology for efficiency

For HR Directors, this means moving beyond managing day-to-day HR functions to becoming a critical business partner who helps deliver these outcomes. To do so, you need to adopt a more commercially focused mindset.


Steps to Becoming a More Strategic HR Director

1. Understand and Align with Business Strategy

HR Directors must immerse themselves in the business strategy. This requires:

  • Knowing the numbers: Understand key financial metrics like revenue, profit margins, and cost structures.
  • Understanding the market: Be aware of industry trends, competitor actions, and customer demands.
  • Linking HR to business goals: For example, if the company’s goal is to grow by 20%, what talent strategy will enable that? How can you optimise workforce planning to meet demand without increasing costs disproportionately?

By embedding yourself in the business narrative, you position HR as a driver of growth, not just a support function.


2. How Can a HR Director Build Credibility with the C-Suite

The ability to influence starts with credibility. Build strong, collaborative relationships with key stakeholders, including the CEO, CFO, and other department heads. Here’s how:

  • Speak their language: Frame HR initiatives in terms of ROI and business impact, not HR jargon.
  • Solve their problems: Offer solutions that address their concerns—whether it’s talent acquisition for a growth initiative or reducing attrition in a key revenue-generating team.
  • Be visible: Attend cross-functional meetings, contribute to broader strategic discussions, and demonstrate a clear understanding of business priorities.

3. Delegate Operational Tasks

One of the biggest obstacles to strategic leadership is getting bogged down in the day-to-day. To free yourself for higher-value activities:

  • Empower your team: Delegate routine tasks like disciplinaries, payroll queries, and compliance management to capable team members.
  • Invest in technology: Implement HR tech solutions to automate time-consuming processes like performance reviews, absence tracking, and onboarding.
  • Upskill your team: Provide training to your team so they can handle more responsibilities independently, allowing you to focus on strategic initiatives.

Remember, your value to the organisation isn’t in managing every detail—it’s in leading the big picture.


4. Develop a Commercial Leadership Style

As an HR Director, your leadership style should inspire confidence and drive change. Focus on:

  • Effective communication: Be concise, compelling, and focused when presenting to senior leaders. Use data and storytelling to make your case.
  • Proactive problem-solving: Anticipate issues before they arise and propose actionable solutions. For example, if you foresee talent shortages in a growing department, present a plan to mitigate the risk.
  • Leading by example: Model the behaviours you want your team to emulate, whether it’s agility, innovation, or accountability.

5. WHat can HR Directors Do to Stay Ahead of the Curve

HR is evolving rapidly, and staying current is essential. Keep up with:

  • HR technology: Understand how tools like AI, analytics, and automation can improve decision-making and efficiency.
  • Market trends: Monitor changes in workforce demographics, remote working practices, and employee expectations.
  • Regulatory changes: Ensure you’re always ahead of compliance requirements, avoiding potential risks.

Position yourself as the go-to expert on how these trends will impact the organisation and what should be done to adapt.


Actionable Tips for HR Directors to Demonstrate Commercial Value

Here are specific ways HR Directors can showcase their strategic impact:

  1. Drive Talent ROI: Track and report on the ROI of hiring and development programs. For example, how does your leadership development initiative translate into improved performance or reduced turnover?
  2. Use Data to Drive Decisions: Implement robust HR analytics to track metrics like employee engagement, turnover rates, and time-to-fill vacancies. Present this data in a way that highlights its business implications.
  3. Optimise Workforce Planning: Collaborate with finance and operations teams to forecast workforce needs based on business projections. Ensure staffing aligns with demand, avoiding both overstaffing and talent shortages.
  4. Focus on Retention: Calculate the cost of turnover and present strategies to reduce it. Retaining high-performing employees directly impacts profitability and customer satisfaction.
  5. Lead Change Management: Be at the forefront of organisational changes, from restructuring to digital transformation. Help the business navigate these transitions smoothly by focusing on people-first strategies.

Shifting the Narrative of HR

By focusing on these areas, HR Directors can shift the narrative around their role. Instead of being seen as administrators, they’ll be recognised as commercial leaders who contribute directly to business success. This isn’t about abandoning HR—far from it. It’s about elevating HR to where it belongs: at the heart of strategy and innovation.


Final Thought: Embrace the Challenge

Becoming more Director and less HR is a challenge, but it’s also an opportunity. By adopting a commercial mindset, building influence, and focusing on high-impact initiatives, HR Directors can redefine their role and make a measurable difference to their organisations.

The question is: Are you ready to step up?

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

We understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. We take the time to understand your organization’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our guide to executive search please get in contact with our Managing Director, James Cumming


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James Cumming
Founder and MD of re:find.
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