Value-based High Impact HR: Drivers and Barriers

A value-based HR can be a potential driver of the organization’s strategic talent. This is so if the organization is able to control some barriers and can capitalize on various drivers towards becoming a high-impact HR. Numerous studies on High-Impact HR model have been conducted, but the voices of middle managers, who are influential in the success of the organization, have been overlooked. Thus, the study investigates the middle managers’ perspectives on the organizational barriers and drivers and prescribes how to achieve the HR’s transformation. Using the mixed method approach, 42 HR and non-HR middle managers, representing 10 industries in the United Arab Emirates (UAE) were surveyed. The institutional reports, serving as secondary data helped framed the analyses. Findings on the barriers reveal that the HR spends up to 80% of the time on transactional functions preventing it to focus strategically. Poor leadership also poses a problem. Not valuing human capital such as the people’s knowledge, skills, and abilities is another barrier that can hinder effectiveness in the management of its people. The top drivers that promote the HR transformation were identified as advance workforce planning, analyzing HR metrics correctly, and empowering the line managers. If the metrics are used and analyzed carefully, they can serve as a barometer of the HR’s foundation. Thus, outsourcing the HR’s transactional roles and empowering the line managers are strongly recommended. This study is a revelation to the HR practitioners and organizational leaders, and it will usher their organizations’ transformation from the traditional to a Value-based High-Impact HR.