Purpose
The purpose of this paper is to identify and share the specific factors that cause senior human resource (HR) leaders to lose their jobs. The paper will also provide readers with key lessons to help them improve their senior HR leadership talents and acumen while at the same time providing them with a checklist of specific questions that address the causes of termination.
Design/methodology/approach
In this paper, the authors will describe a leadership development process that they use to help senior HR leaders identify the causes of senior HR leadership failure. A focus group methodology is used so that senior leaders are able to share their experience and input in response to the question, “Based on your experience, what are the primary factors that will cause a senior HR leader to be terminated from their position?” In this paper, the authors will share what they have learned from these HR leaders having gone to this process with hundreds of senior HR leaders. The authors will also provide the readers with lessons based on their input.
Findings
Senior HR leader focus groups revealed a set of “failure factors” that included a lack of understanding of the core business model, inability to fashion an effective value-added HR strategy, poor working relationships with members of the senior leadership team, a marked lack of emotional intelligence, political factors and an inability to create best HR practices and leverage technology, among others. Participant leaders provided rich dialogue and discussion points that provide the readers with a better understanding of why senior HR leaders fail, and equally important, how to avoid HR leadership failure.
Research limitations/implications
The basis for the findings stated in this paper is based on the content analysis of a convenience sample which may limit the generalizability of these findings. Having said that, the findings will provide the readers with a rich context for better understanding of the nature of senior HR leaders’ terminations.
Practical implications
The practical implications of this project provide the readers with any number of important lessons requiring application. From a senior HR leader’s perspective, the key lessons from this research provide them with a checklist of factors that need attention and forging and implementing an effective HR strategy and set of best practices. At the organizational level, these findings can serve as a needs assessment that can be used in senior HR leader selection, orientation and development.
Social implications
Any time a paper provides guidelines that can help prevent senior leadership failure, there is a positive social effect for both organizations and individuals operating in these environments. The authors believe that the findings will provide the readers with effective guidelines to improve the overall effectiveness of senior HR leaders when properly implemented. Previous research makes it clear that when organizations have great HR practices, the quality of work life for organizational members moves in the right direction.
Originality/value
As a general rule, there is limited research on the subject matter of why leaders fail while antidotal information and literature abound. It is the authors purpose to provide the readers of Strategic HR Review, the relevant information based on the input of their fellow members of the C-suite so as to improve their performance and provide their organizations with the template for organizational HR success.
Audit committee diversity and corporate scandals: evidence from the UK
