Level 5 HR

Level 5 Human Resources Management

In the book Good to Great, Jim Collins coined the term Level 5 Leader. In his study of enduring companies, one of the key characteristics of these companies was the presence of a leader who exhibited a rare combination of professional will and personal humility. David Maxwell of Fannie Mae, Darwin Smith of Kimberly-Clark, and Colman Mockler of Gillette all exhibited this Level 5 Leader key trait: ambition first and foremost for the company, and concern for company’s success, rather than for one’s own riches and personal renown. (Jim Collins, Good to Great, 2001)

The lessons of the Level 5 Leader can be applied to Human Resources (HR) Management. “Level 5 HR” should exhibit ambition first and foremost for the company and its success, rather than for the respect of HR as a function, a “seat at the table”, or the label of “strategic advisor”.

In 2005 the HR community was broadsided with the article “Why We Hate HR”. (Keith Hammonds, Fast Company, Why We Hate HR, August 2005) It hit a nerve. What nerve depends on your perspective. It was met with consternation by most HR professionals, and with nods of agreement from most business leaders.

Thus, the problem. There is a great divide between business leaders and HR leaders about the contribution of HR to the business. A divide that HR must close.

More to come on this. On the ability of HR and management to measure, source, assess, acquire, reward, engage, enable, develop, deploy, enrich, and deliver.

People execute business strategy. How are you enriching your people to enable them to enrich your customers and stakeholders?

How is your company making a difference in the world? Are you energizing your people to become emotionally involved in their life at work? In becoming part of something greater than themselves?

What are your thoughts on how HR can most effectively close this divide?

Rex