20 Questions HR Should Be Asking

Maximizing Your Impact

Outstretched hand holding brightly lit question mark in front of a dark background.

Have you ever played “20 Questions”? The objective is to ask a maximum of 20 questions that would enable you to guess the secret topic that another player has written down. The more strategic the questions, the fewer need to be asked. It’s a great way to pass the time on long car rides. The right questions can also help you a great deal in business.

In recent years, Human Resources professionals have increasingly focused on becoming more purposeful and strategic in their contribution to the success of their employers. While a great amount of progress has been made, there is still an opportunity to improve. In order to move forward, it's important to understand the real interplay between HR and the revenue generating or cost control functions of a business.

Every company and industry has its own nuances, but below is a starting list of twenty questions that I believe should serve as the basis for developing an impactful HR strategy that helps move business performance forward.

Business Overview

What are the core revenue streams of the company? How do we make money and what factors directly help or hinder our ability to do so?
How is the annual financial performance of the company measured? (Revenue, EBITDA, EFO, etc.)
What are the connection points between the HR function and the company’s P&L?
What are the business strategies or practices that most directly influence performance and how are they impacted by market conditions?
How well are the functional leaders aligned and able to execute on the short- and long-term business strategies? Where is additional coaching or support necessary?
What is the current state of the company as it relates to diversity and inclusion and how does this compare against established goals and objectives?
What is the current condition of the operating or commercial groups (strengths, weaknesses, opportunities, threats, etc.)?
Are there major structural or operationally strategic changes anticipated within the next six to twelve months? Within the next three to five years?
Where is the greatest financial risk currently?
How is accountability defined and driven through the organization?

Human Resources

In what ways is HR serving the organization and what more does the business need in order to succeed? Are these strategic or transactional / administrative?
What are the metrics that define the current status and end state of the HR function? Are they process or results measures?
Are all weekly transactional practices (payroll, recruiting, benefits administration, etc.) operating smoothly?
What changes are anticipated within the next one to two years that require a new talent skill set?
When was the last functional audit of HR practices last conducted? Are there any compliance issues that need to be addressed?
What is the current budgeted headcount for each role / unit / function? Are changes required in order to execute on the business strategy?
What is the current voluntary and/or involuntary annual turnover rate? Are particular groups higher than others? Why?
Has the top performing 20% of employees been identified and are plans in place to ensure their retention?
How is employee engagement currently measured and what strategies are in place to drive it? Is the existing culture truly performance- based?
What protocols have been created to ensure work continuity during the pandemic? What steps are we taking to ensure a safe return for employees when it becomes appropriate?

Ideally, the answers to these questions will help you to better understand the core of the business and its high level HR needs. If you need assistance with your HR practices, call HR Strategies Now.

< Older Post

Newer Post >

December 2, 2021