Predictors of Success in Strategic Human Resource Advisory
It is important to list out the factors that contribute to the success of engaging a Strategic Human Resource Advisor as it will lead to getting high value for the investments made by an organisation.
GENUINE NEED: Often promoters employ an advisor not based on a genuine business requirement, but on not very sound reasons such as following what their friends are doing. Unless the need for engaging an advisor is genuine, the business does not get value for its investment.
COMMITMENT: Even if the need of the promoter is genuine, often an advisor is engaged to validate what the promoter themselves thinks. In such cases, the promoter is not looking at someone who performs as a sounding board but a paid resource who just echoes what the promoter says. Businesses do not thrive when the promoter lacks a genuine commitment to making use of the expertise of the advisor. I do not suggest that a promoter accepts what the advisor says without discussion. Rather a healthy discussion and viewing issues from different perspectives are essential for committing to a strategic choice.
CALIBER OF THE ADVISOR: Most HR advisors are invariably unemployed HR resources seeking a source of income!!! Such resources neither have the expertise nor the inclination to make the organization grow. Engaging such resources do not predict success for the business.
Given the above, the duration of Strategic HR Advisory should be for one year and based upon the mutual experience, it should be renewed for a longer duration. It is important to engage for a longer duration as there are only a handful of good HR advisors who will be in huge demand once their caliber is surfaced.
