The COVID-19 pandemic significantly raised the bar for HR functions. From supporting remote work to addressing employee burnout and resignations to preparing for a return to the office, HR demonstrated its value to the business more clearly than ever before. Despite that, HR leaders still face challenges in measuring their department’s impact and communicating that success story to company leaders.
This isn’t easy, but it is critical—especially for chief HR officers (CHROs) who aim to transform the role of HR but may lack the support they need from other parts of the organization. Data-driven storytelling is one powerful way to show how HR contributes to business success, and it can ultimately help CHROs get buy-in for transformation.
Many HR leaders shy away from highlighting their group’s achievements. Some may not feel confident boasting about HR’s successes, feeling that their team’s primary objective is to serve the company and its employees. Others may struggle to frame their success in terms other leaders can understand, but when so many of their outcomes aren’t easily quantifiable, how can they provide tangible evidence that they’re adding value to the business?
The reality is straightforward. HR adds value in many ways, large and small, and it’s time to promote that story. Getting buy-in for transforming the role of HR requires the support of other business leaders, and they’re more likely to provide that support if they have a clear understanding of HR’s contributions.
Transformation is also likely to require new investments in technology, additional employees or other resources. Many HR functions already strain against budget limitations. In fact, a recent PwC survey found 37% of CHROs citing investment restraints for HR functions as a major challenge. If CHROs can’t demonstrate returns on their investments, it can be more difficult to make a case for additional resources.
Data-driven storytelling begins with gathering quantitative and qualitative measurements that illustrate the impact HR has on the business.
Management and staff are probably tired of traditional reports and complex statistics. Instead, give them true stories that bring the metrics to life—stories that highlight the substantial differences HR has made to the business. Just make sure your stories, reports and statistics are transparent and easily understood by all stakeholders.