HR leaders are always looking for new approaches to achievebusiness goals, be viewed as a strategic part of the business andensure the organization is recruiting, retaining and rewarding toptalent.

Transforming HR into a strategic partner means demonstrating itspotential, and it requires accessing tools and resources to helpreach that goal. It also means reducing administrative burdens tobetter focus on strategic issues.

Moving the needle can be a slow process, but by applying a fewkey principles, you can begin to transform your HR function, buildbelief within your credit union and strengthen efficiencies.

Credit union HR leaders can get a seat at the strategy table andexert more influence in corporate decisions by building an employeeengagement strategy, creating a strong employee infrastructure,harnessing the right technology, communicating with employees andbuilding an employee engagement strategy.

The 2007-2008 Towers Perrin's global workforce study reportedcompanies with the highest levels of employee engagement achievedbetter financial results and were more successful in retainingtheir most valued employees than were companies with lower levelsof engagement.

Creating employee engagement is not a simple process, but youneed to keep it simple for employees. Treat your HR area like abusiness, and build your own HR marketing plan based on employeefeedback. Build a strategy that engages your employees' hearts andminds.

Start by segmenting your employee group as you would yourmembership. Don't assume all employees are the same. You wouldn'tadopt a one-size-fits-all marketing strategy for members, norshould you for your employees. Consider segmenting your employeegroup into a manageable number of segments (four to five).Establishing too many can be challenging and expensive.

Employee segmentation will help you determine their needs andwhat motivates them. Armed with that information, you can developmarketing messages and activities targeted at each employee group.You will be speaking to them based on each group's interests andconcerns and what motivates them. Once you have determined yoursegments, gather information to determine what they enjoy anduncover their pain points. Gathering information can be done inmultiple ways through surveys, employee meetings and forums and bysimply walking around and talking to them one on one.

By building a powerful employee engagement strategy, you willbegin to see a chain reaction. A fully engaged employee group willbe evident in your customer service and could begin to positivelyimpact your bottom line.

Great talent will almost always put HR in the strategic game.Talent management should be integral to your organization. Do youknow where you have gaps in employee talent? Are you using theright recruiting services to sell your business value proposition?It's OK to want to build a strong employee pipeline but be sureyour recruiting strategy is about building relationships, too. Witha challenging job market, now might be a perfect time to startbuilding your pipeline. Manage a pipeline of third-party partnerswho can evaluate key markets, help you attract the right people andget them in the door.

Strategic HR organizations also consider employee retention as akey element of their talent management strategy. Retaining the bestemployees will have a direct effect on your customer satisfaction.Create an environment where employees feel they can share theirideas risk-free, give them resources to grow and develop and givemanagers opportunities and tools to recognize and rewardemployees.

Creating efficiencies is often an overwhelming challenge for HRleaders. Technology can be a high-valued enabler to efficientbusiness processes. Yet, it's nearly impossible to integrate allthe technology required to operate an efficient HR business. Aone-size-fits-all approach won't work. However, you can use newadvancements in HR technology that can be integrated to help youbetter manage day-to-day HR processes and functions.

Implement online and voice communication tools to help youremployees connect with members more efficiently. On-line-chatcapability is inexpensive and a great way to immediately connectyour employees to your virtual servicing unit. Solving questionsquickly will develop stronger value with your employees and greatersupport from your leaders.

Lack of communication to your employees can lead to confusion,rumors, misunderstandings and negative morale. It's frustrating foremployees not to understand what is happening within theirworkplace. HR and senior leaders often think that employees aremore aware than they really are.

Over communicate. Build strong communication messages to youremployee segments. Be willing to share difficult decisions, givesincere feedback, admit mistakes and always act with integrity.

Market your HR department as an important resource yourorganization can look to often. Promote what you have done and willdo, and educate your employee segments on your new strategy andcapabilities. In turn, you will begin to transform HR within yourorganization. You may be surprised to see how quickly you get aseat at the table.

David Sargent is senior vice president of humanresources for
CUNA Mutual Group. He can be reached at 800-356-2644 ext.7597
or david.sargent@?cunamutual.com