I found your article in the 10 September issue of Human Resources very interesting. I fully concur with the views expressed by Shane Freeman, Chris Bulmer, Gareth Bennett and others, that alignment of people strategy with business strategy and the opportunity to have access to the board should be the mantra for HR folk and not the holy grail of board membership which is, quite frankly, something of an irrelevance.
I found your article in the 10 September issue of Human Resources very interesting. I fully concur with the views expressed by Shane Freeman, Chris Bulmer, Gareth Bennett and others, that alignment of people strategy with business strategy and the opportunity to have access to the board should be the mantra for HR folk and not the holy grail of board membership which is, quite frankly, something of an irrelevance.
Please note that as GM, HRD for Challenger I am indeed a member of Chris Cuffe’s senior executive team. The list attached to your article implied that this was not the case.
Like Gareth Bennett, I make a point of working for businesses where an effective and business-aligned people strategy is seen as fundamental. In Challenger, people and cultural issues are very much top of the agenda and are rightly recognised as key determinants of business success – not optional extras. Dynamic and contemporary boards and talented senior executive teams like ours, will support those fundamental values, irrespective of a permanent HR presence at board level.
I look forward to your future articles for Human Resources.
Steve Rowe, General Manager, Human Resources Development, Challenger Financial Services Group
Glass ceiling is alive and well
An interesting observation from Human Resources just out: of the top ASX 100 companies, 24 of the HR executives are women and 62 are men – an interesting statistic in an area traditionally dominated by women. One might ask the question, “Is the glass ceiling alive and well within the human resources field?”
Sharon Johnston, Consultant, Right Management Consultants
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