TABLE OF CONTENTS 7.1 This chapter describes the model of Human Resources involvement as business partners with senior managers, other managers and with employees. It also discusses the importance of partnership between line managers in different functions, between managers and employees and between employees.
7.2 It reviews the importance, for risk management, of trust levels within organisations. It discusses factors that build or destroy trust and proposes how Human Resources professionals can influence these. It addresses the relevance of limiting beliefs for risk management and discusses how these limiting beliefs can be surfaced and changed. Finally, it reviews situations where trust is not appropriate.
7.3 People risks pervade the whole organisation. Although the primary accountability for identifying people risks lies with Human Resources professionals, they are not able to solve all the underlying issues, in order to mitigate the risks, by themselves. They need to work together with other people and departments to deal with issues. This includes both line and other staff functions. In many organisations this interdepartmental and interpersonal co-operation works well, at least between the Human Resources function and some other support departments. But, in our experience, such co-operation is not universal. So what are some of the strategic partnerships that Human Resources professionals need to build within the organisation?
7.4 We suggest that there are three primary areas where Human Resources Professionals need to build partnerships:
With the senior management of the organisation.
With...
