The destructive forces of human resources – turning people management and development initiatives into positive impactors

Purpose – The purpose of this article is to provide consideration for debate with respect to the role of specialists in HR and people support and development roles, their current dilemma and potential solutions. Design/methodology/approach – Based upon experience from working at senior levels within FTSE 100 companies over the past 20 years, wider experience gained from benchmark groups and association and institute roles. The paper is a reflection on the HR journey in the past ten years, its struggle to justify and its need to contribute. Findings – The intent behind a number of people related initiatives have had variable impact on organization performance, employee engagement and capability levels. The direct contribution of specialists has not always been helped through organization design. The need for depth of knowledge, genuine business application, managed communication frameworks and collaboration across related functions is paramount to taking a grip of HR contribution and maximizing the potential of component roles. Practical implications – Review of HR in terms of alignment, integration, governance, efficiency, effectiveness and sustainability. Additionally a shift in mindset from justifying to contributing through teamwork and collaboration. Originality/value – The AIGEES framework of review and the consequences in terms of organizing people related functions within organizations to maximize contribution. For anyone working within and having responsibility for HR/ Development functions