The aim of the forum: to meet people working in similar environments, to discuss and debate not just HR but all aspects of business.

Paul Turner was presented and introduced the topic for discussion: Leveraging Influence within the Business. The forum began with a look at several definitions for the word “influence”.

HR directors need to influence businesses to do the right thing at the right time and at the right speed. The need to influence is hard work, but business must change if they want to achieve. The biggest challenge for HR directors is to keep that influence consistent and fair.

There was the suggestion that there is no difference between the need to influence now and in the past, but that this influence needs to be directed at all team members and not just directors etc. Influence works best if words and actions are in harmony. This has not always been the case within HR, but advocates of change must lead by example.

The subject of metrics was introduced as it is an effective means of keeping a finger on the pulse as well as an effective way of measuring performance. The need to establish effective performance measures was discussed in relation to cost efficiency and to encourage businesses to see their employees as an investment in much the same way as other items, i.e. training schemes.

There is no point implementing half hearted measures in business as it is extremely important for businesses to have the same quantity and quality of data on their employees as they do on the products and services they provide.

Business leaders need to be thinking ahead before the next recession, as it will be HR personnel who will be dealing with it, interest rates are increasing, the older population is also increasing but is less financially secure. Interest rates do affect performance.

It is essential to know who and how to influence, and the way to influence people will need to change. It is important to get people to understand that there are alternative working patterns, not just full time 9-5. Influencing flexible working patterns is a struggle. Business ahs to be more open minded with regard to the changing population and create the right environment for older workers; it would seem that flexibility is the key.

The “refer a friend” scheme was mentioned, as this was a way to get a workforce, but problems are arising from this system, with some cultural/religious groups possibly alienating other workers, it also creates a social environment rather than a work environment which can lead to loss of performance. It therefore cannot continue in the same vein.

It is essential to get the metrics right, using actual external benchmarks as this will build credibility within the business and the figures can be defended. Many companies find this information very useful.

The whole team needs to get behind any changes made, but it also needs the right people behind it in terms of delivery and influence. If the metrics are right, the business will be guided in the right direction.

HR directors can improve their influence by using metrics and 360 degrees as both are good tools. 360 degrees provides feedback from peers, this can be done anonymously, and systems like 360 can give a more balanced view of what needs to change and what doesn’t.

360 is now being requested as a service. Business needs to be provided with coaching around 360, making it more bespoke. Making 360 short, zippy, and pacey can be done, but diehard employees will not change after “Hot Topic Talks”.

HR directors could implement 360, provide coaching, identify challenges, introduce 2 day programs, team sessions, coaching sessions, set a 30 day challenge, and offer further coaching at the end of the 30 day challenge.