In a corporate environment, a name holds more than just a superficial label; it encapsulates the essence of a role or job function. More than a mere designation, a name establishes identity, shapes perceptions and serves as a primary identifier for customers, employees, shareholders and the business as a whole. The emotions that a name evokes can set expectations for multiple stakeholders, influencing what they anticipate from both individuals and departments.
Having spent 28 years as a people professional, I have long grappled with the term human resources. To me, this name fails to clearly communicate what can be expected from both me and the department. Furthermore, my motivation for coming to work has never been about managing human resources as a commodity or asset.
Recently, I initiated a meaningful dialogue with the CEO and embarked on a transformative journey to rename our department from human resources to people and business enablement.
This new name resonates with my professional identity, as my daily motivation revolves around enabling people to grow, develop, contribute and ultimately drive business success. As an enabler, my role is to devise solutions and strategies that help individuals reach their full potential and empower the business to thrive.
My responsibilities include creating people strategies and solutions that enable the delivery and achievement of business strategy. Furthermore creating effective rewards systems, engagement, disciplinary frameworks, and intuitive processes that add value to the organisation.
I also support the business in making data-driven decisions and collaborate as a partner to turn business plans into reality.
Impact of changing the name and mindset
It is important to recognise that changing a department’s name also necessitates a shift in mindset. The business now expects and evaluates us as enablers.
This change reinforces those foundational elements such as policies, administration and compliance that must continue to be robust, while our primary focus shifts to enabling superior employee and business experiences.
Our priorities include nurturing employee wellbeing, aligning our actions with the overall business strategy, and, when necessary, building or acquiring new capabilities to adapt alongside the evolving business environment.
The ultimate goal is to move beyond simply managing people. Instead, we strive to foster a culture where employees are empowered to excel, resulting in high performance and sustained business success.
