HR Leadership Column

Talent-management programs require hiring managers and HR leaders to focus on skills and abilities, and ignore the irrelevant. That's why bias -- for whatever reason -- ultimately harms a company's bottom line as the most-qualified candidates are ignored in favor of nonproductive reasons.

When attempting to engage employees, HR leaders must understand that individual motivations vary. They must try to create -- for themselves and others -- a sense of meaning, purpose, hope and pleasure on the job that, not only engages employees, but delivers value to customers, investors and communities.

Corporate social responsibility efforts continue to be entwined with an employer's brand, which requires HR leaders to ensure their organizations have the necessary talent onboard to execute both sustainability and business strategies.

With the vote on healthcare reform roiling beneath the surface, Congress and the White House have many other issues to consider before the elections in November. Since many of the potential bills and regulations relate to the workplace, HR will be challenged to not only stay on top of those issues but stay focused on strategic HR leadership.

Public acclaim may be lacking for HR leaders who are influential in their organizations, but their advice and guidance are crucial to the success of their companies. The achievements of an organization's talent-management program will lead to respect for the HR function. It won't happen the other way around.