TABLE OF CONTENTS 2.1 This chapter addresses the changes in mindset required both by Human Resources professionals and by their line management colleagues about the contribution of Human Resources professionals to risk management. It also addresses new and additional ways to enhance the contribution of the Human Resources function to add value to the organisation.
2.2 Risk management is often not seen by Human Resources professionals as a key element of their contribution to the organisations in which they work. If it is thought about at all, risk management is seen as something that is the responsibility of people in Health and Safety, Information Technology, Finance (Governance) or Insurance functions. It is seen as something that is best left to the risk management professionals. Alternatively, at best, it is seen as a part of the project planning process in Human Resources, where the risks of something going wrong are assessed in a potential problem analysis step as part of the contingency planning prior to implementation.
2.3 Our thesis is that risk management should be seen as a core competency and a key responsibility of any Human Resources professional. When we discuss this with colleagues, their first reaction is often Oh, but isn t that a very negative way of thinking? Or, How boring. So you want to control everything to avoid risk? Or, Our role is to be creative and opportunistic, rather than...
