The year 2011 marks the 400th anniversary
of the completion of the King James Bible, arguably the most influential book
in the English language. Taking seven years from its commission by King James
at the Hampton Court Conference in 1604 to the final pages being finished in
the Jerusalem Chamber at Westminster Abbey in November 2011, this version of the Bible has been described as the book that changed the world –
and more influential than Shakespeare. Former Poet Laureate Andrew Motion says
of the tome: “To read it is to feel simultaneously at home, a citizen of the
world and a traveller through eternity.”
While those who impress in the field of people strategy may not
be able to claim influence of this magnitude, the words used by those
nominating them in the sector to define influence in this area could as easily
be attributed to the King James Bible.
‘Respected, inspirational, trusted, engaging, leading,
challenging, strong on values, insightful, a catalyst for change’ – these were common descriptions of the HR practitioners and thinkers who made it into our
annual HR Most Influential ranking.
The HR directors and academics on the 2011 lists were also seen
as ‘articulate, smart, bold, innovative, having common sense, evidence-based
and, of course, strategic’.
This is the sixth year HR magazine has compiled the HR
Most Influential ranking, with help from its academic partner Ashridge Business
School and the support of Ceridian. The magazine believes this is the
definitive list of directors and thinkers who have the greatest influence in
the field of people strategy. Some are perennial favourites, some are controversial
and many reflect the business environment in which they are operating. But all
are ranked by their peers: leading HR directors and management academics.
The ranking is based on the nominee showing elements such as:
n Challenges conventional thinking in HR
n Brings credibility to HR, both inside
and outside the business
n Plays an ambassadorial role
n Commands the respect of peers and key
stakeholders
n Adds real value to the business
n Is visionary and transformational
What is clear from the research this year is that people in
this field define influence in two main ways: those who are visibly challenging
HR norms, making people re-think what HR is and how it is seen in the business.
These people – both practitioners and academics – understand the power of
communication and are spreading the word, using all available media and new
technology to communicate fresh ideas and practices.
Then there are those who are viewed as influential in the
particular context of the time, their industry or organisation. These people
are seen as changing the face of HR internally, consistently having impact on
their organisation during challenging times, leading change, transforming HR and being truly
business-orientated. In the academic world, they may be influential in
raising a particular agenda in the media or in political circles.
“For us, the top people we deal with in HR are not simply going
about their business in the background, practising HR, but are true business leaders,”
says Ceridian managing director Doug Sawers. “They influence and support all
aspects of a business or organisation. They work just as closely on revenue and
growth initiatives, as they do in areas of compliance, control or cost
reduction. They are the ones often first consulted on and drawn into key
strategic moves an organisation is contemplating.
“It helps that far more evidence now exists which demonstrates
the true value of great HR contribution and support. These are the ones coming
to the fore in these uncertain times with clear thinking, strong influence and
great leadership,” adds Sawers.
The process starts with the creation of a longlist,
following nominations from HR readers, HR magazine’s
editorial team and other experts. To develop the shortlist, an advisory panel
featuring Mike Haffenden, co-founder of the Corporate Research Forum, members
of Ashridge Business School and HR editor Siân
Harrington mark this longlist on various criteria, including contribution to
the business, contribution to HR function within the business, contribution to
HR outside the business, personal profile, success of the business and
complexity of job.
The shortlist is emailed to HR
magazine’s HR director-only database of 8,000 people, as well as members of the
HR Leaders Club and 3,000 directors from Ashridge’s database.
Respondents are asked to rank the top five most influential
practitioners and thinkers, with 1 being most influential. They are then asked
to provide qualitative comments on why they selected that individual.
In addition, respondents were asked if there was anyone else
they would nominate and why. This informs the Most Influential longlist for
future years.
The final ranking is investigated to remove anomalies and
ensure it is one vote/one HR director and one vote per organisation.