subject: Building The Business Case For Human Resources Training And Development [print this page] We know that to remain competitive a business needs to regenerate itself periodically so as to ensure that it is performing to its maximum capability.
No matter what honest intentions there may have been when it was first set up in its present form the organisation will have developed organically through the years, and not in every sense for the better. Waste and duplication seeps into the tightest of ships and it cannot be taken for granted that new developments in the business world will have been responded to in the most efficient ways. Even what may give an impression of being the most streamlined of companies will somewhere be hiding inefficiencies, bad practices, extra fat in human resources and unperfected procurement procedures.
However the prospect of radical change is always daunting, and the temptation is often to resist in the name of any easy life. Thus those whose area of expertise it is need to make the case for change and to make it well if they are to be handed the task of bringing it about in the face of fears over risk and upheaval. Furthermore, they will need to manage the making of the case on behalf of their client in a way that it can be sold at least to those whose co-operation will be required to bring it into reality.
Any case for change has to at the very least incorporate a vision. It is essential that we can take a view on what it is we want to get out of the project; where we wish to be at the finish of it all. It is equally important too that that vision is communicated effectively, in order to facilitate buy-in from the key people upon whom we will be depending to make it work.
A demonstrable track record of success in HR training and development is then the key weapon in the armoury of any human resources consultant. This can in turn be built upon quite speedily by rolling in the quick gains that build up the "pot" which may be needed at a later stage as a means of resourcing other changes.
The consultant, we know, is simply a facilitator for the organisation that is ultimately going to be managing its change regime and seeing it right through to its conclusion. It must therefore supply the essential HR transformation training that is needed to enable the client to take over the management of the process at the right point in time.
HR training for change and the providing from the very outset of clear direction is an essential component of the whole process of developing a business case for organisational improvement and a vibrant and courageous HR programme of efficiency savings.
