Forty years in HR have taught me that most of what the function does does not significantly enhance company performance. A small, identifiable part does.
02 · Opening
My work is about the small part of HR that materially improves company performance — and helping the people responsible for it spend their energy there.
It takes two skills: seeing the few things that actually drive performance in a given company, and holding the line on them when the organisation tries to pull you back.
I advise CHROs and senior HR teams on the few things that drive enterprise value, and on how to get them done.
03 · What I do
A confidential, regular conversation with a senior peer who has done your job, in companies your size, and is no longer trying to prove anything.
A short, intense engagement to help a CHRO and their leadership team translate the company's strategy into an HR plan worth the paper it is written on.
04 · Working principle
“The skills and competencies of managers are the single most important driver of company performance. Everything else HR does is a means of building, sustaining and deploying that capability — or a distraction from it.
— Hein J.M. Knaapen
05 · How I think
06 · A conversation
A first conversation is free: sixty minutes, no deck.
