The Central Role of the HR Function in Creating Alignment and Collaboration in Global Organizations

Liz Yovich, Director of Global Engagement and Employee Benefits, Worldwide Broker Network (WBN)

The unexpected events of the last few years have added a new level of complexity to HR as managers face the pressures of changing employee needs, shifts in working patterns, the struggle for talent, the impact of AI and other technology, more stringent legislative and environmental challenges, and the list goes on. Also, in the post-pandemic world, the wellbeing of the workforce and the need to instil a culture of care strategy through employee benefits has never been greater, creating an endless and challenging juggle.

As a result, HR professionals today need to be more connected and consistent than ever; a central anchor that unites stakeholders across the organization to protect and unlock the full potential of their talent. Despite the challenges, HR managers have a tremendous opportunity to play an invaluable role in creating alignment across departments and breaking down silos which still exist in many, more traditional organizations.

The HR function is inherently involved in so many aspects of an organization and naturally crosses over into other functions, such as my focus area of employee benefits (EB). There are so many ways in which HR overlaps with both EB and risk management, for example Travel Risk Management (ensuring that employees have the right coverage, training, resources and tracking when traveling on business) and employee harassment issues (ensuring that a company has the right practices and procedures, coverage for Directors & Officers, resources for employees). Therefore, the closer we collaborate the more effective we can each be. This is where HR managers can be hugely helpful by driving close communication between all parties involved.

Instead of viewing diversity as an administrative obligation, embracing ‘diversity of thought’ and placing more value on people and where they come from can be a major competitive advantage for companies to offer cultural intelligence to clients

To unlock the full potential of the HR function, we need to do all we can to ensure that it gets a seat at the top table and is involved in strategic decision-making to address the complex issues facing our teams. Similar to risk management, HR has in the past been viewed as an expensive, non-generating cost center. While this is still often the perception, the awareness of the importance of these roles within an organization continues to grow.

With the changing landscape that HR managers are facing today comes the need for a shift in mindset to adapt and keep up with the times. Now is the time for tearing up the rule book, thinking differently and driving innovation across the industry to protect our people. For example, while the awareness for diversity, equity, inclusion and belongingness is at an all-time high, there is still a long way to go at some of the highest levels of leadership. A change in perception around the definition and expectations of diversity will benefit all businesses. Instead of viewing diversity as an administrative obligation, embracing ‘diversity of thought’ and placing more value on people and where they come from can be a major competitive advantage for companies to offer cultural intelligence to clients. Doing the right thing means nothing if we don’t shift the mindset from ‘must-have obligation’ to ‘beneficial for business growth’.

At the Worldwide Broker Network, which has 150+ member firms across 100 countries, this approach has certainly proved our secret weapon in fostering creativity and culture in the insurance industry, which traditionally has lacked both these qualities. It is our duty as HR Managers, Employee Benefits specialists, any position in fact, to encourage these qualities by tangibly demonstrating their value.

One of the most rewarding initiatives I’ve been involved in during my career is WBN’s Young Professionals Academy, now called Catalyst, which I chaired for several years. The annual graduate training and mentorship programme was set up to equip and nurture tomorrow’s workforce, and my top priority was to instil the value of strong relationships and collaboration to our graduates. This is not just the job of the HR manager, it is each and every one of our responsibility, but if HR can remove any internal barriers that sometimes hinder progress, then we can achieve success so much faster, together.