Business Savvy

Demonstrate appreciation and understanding of business drivers to proactively support the delivery of

strategic goals through agile and adaptable HR interventions

  • We are all paid a salary in order to contribute to the success of the business.  A true HR professional at whatever level needs to cultivate an ever deeper understanding of how the organisation can maximise the contribution of its people to further the aim of the organisation.  When done proactively, HR professionals become quickly recognised as a partner to that success. In my view nothing else on this list works unless the HR professional demonstrates that they can translate those elements into showing how they contribute to business success.

  • This a real "motherhood and apple pie" statement. I would be amazed if anyone voted against it

  • I would suggest 'appreciation' for the business drivers is old thinking; people who work in HR should have worked within a business line to truly understand the drivers.

  • I believe it is important to be 'business savvy', but some organisations are reluctant to allow HR to take an active role.  Therefore as an HR professional you may have to come at this from the side!

  • Whithout a good understanding of the business and what makes it tick, there is always a risk of adopting the wrong approach to HR issues

  • It's vital that HR practitioners completely understand the business and the environment that it operates in so as to truly offer the best people solutions, initiatives and interventions that are relevant to the business today and in teh future.

  • Business knowledge is a must to perform better

  • not everybody recognises the place they work as a business.Indeed some would be horrified to think of their workplace as a business .I think better term would be 'organisation' .

  • So long as the HR professional is involved at a strategic level and the business sees the importance of the HR role which in turn has a dotted line to that leadership

  • Definitely we need to understand the business, how can we assist Managers and/or Executives on an HR front if we do not understand the business and its objectives.

  • HR needs to step up into a business mind set if it really wants to be a voice in the board. An HR leader should have aspirations to stepping into a CEO, COO role.

  • There is a need to understand the business drivers in order to be a true business partner. Yes, some organisations may not value HR or wish to engage the department in strategic decisions but to continue without understanding and appreciation will do nothing to change it.

  • Continuous improvement comes from continuing to increase knowledge and understandin gof the business and the context in which it sits - this is particuallry true in the public sector where business drivers can change at teh whim of politicians - understanding how to work with these changes, at pace, becoming a more responsive HR practitioner is essential in this environment.  

  • HR is there for the people (employees) but at the end of the day they are there for the organisation. Everything HR professionals do are in line with the strategy of the business.