Source | HRMASIA
Many companies create great frameworks to build capability, which are also peppered with tactical training. Sometimes for HR, only tactical training exists.
At Brown-Forman Global Spirits Australia, the HR function is as critical a part of business conversations as Marketing, Operations or Finance. These are some of the things we do to make a difference to the way we develop ourselves, and the way we represent ourselves as a business-integrated team.
Firstly, our strategy to build organisational capability is created by the organisation. We have held strategy sessions using an ideation and strategy format with executive and senior leadership participation. This has provided us with valuable insights, such as how we can articulate our culture and leverage it to engage those both within our ranks and those who are yet to work for us. Having cross-function and executive team involvement also guarantees buy-in and shared accountability across the entire organisation.
Secondly, best-practice sharing with HR teams of non-competing companies helps build relevant and current skills. Apart from ensuring we connect with our global Brown-Forman HR colleagues, we have often partnered with HR teams of other businesses including multinationals, banks and corporations to network in teams and share ideas. We recently held a “best practice day” with the HR team of Yum! Restaurants South Pacific. We have also hosted guest speakers from other industries. The members of the HR team appreciate the connections and we get to compare experiences for some of our own initiatives.
Thirdly, our framework encompasses building HR within the industry. I am fortunate enough to be a board member of the Australian Drinks Association (ADA) which has members from many companies across the beer, wine and spirits industry.
This has allowed me to work with the General Manager of the ADA and put together a HR Directors Forum.