These tips were published on HRMorning.com.
Offer a quantifiable business impact for HR and employee development proposals
Company management listens to numbers and business outcomes. This means any proposed change must be linked to concrete figures which demonstrate its impact on company performance. These may include long term projections; however, the more specific and persuasive you are when presenting the numbers, the better.
Use specific data, metrics and evidence
Avoid vague terminology. Don't rely on management automatically understanding the importance of certain concepts that are considered crucial within HR. Speak like businesspeople and support your proposals with concrete data and measurable indicators.
Ensure your proposals align with company priorities
Your HR strategies and proposals should always be aligned with the company’s values and long-term strategic goals. If these concepts are in conflict, your proposals will be difficult to push through.
Give examples from the industry or your competitors
Refer to examples from other companies. Explain to management that certain practices you are promoting have already become the norm. Clarify why this is the case and what the consequences could be if your company were to miss the boat.
Work long term to convince management of the importance of your employer brand
The employer brand is something most company executives do not spend much time thinking about. Yet it is crucial for attracting capable and promising talent, without which a company may stagnate in the long run. Your long-term goal should be to convince leadership that employer branding deserves the same level of attention as financial performance.
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