What defines a great HR leader? Insight: Randy Macdonald

Randy MacDonald assumed his current post with IBM in 2000. In August 2009, MacDonald received the Distinguished Human Resources Executive Award from the Academy of Management.  In 1998, he was named a Fellow of the National Academy of Human Resources. 

How has Randy achieved such great success for IBM? 

As soon as he was appointed senior VP of HR, he began his work by identifying "core" activities from "non core".  The latter consisted of activities related to administrative tasks such as payroll. He shifted his focus to key issues such as being more proactive and not just reactive to change. Finding appropriate employees for job roles, keeping them well motivated and retaining these employees were core activities. 

What specific steps did Mr MacDonald take to drive change in the HR function at IBM?
-Fostering new skills that IBM needed at the front lines. i.e.  creating "Global Enablement Teams" whereby people in mature markets were allocated to help and mentor people in the growth markets. Growth market leaders learn from major markets, and equally important, vice versa.

-Emphasis on Team work

-Creating a results-focused culture- shifting the mind sets and attitudes of employees: don't just wait for the boss to tell you what to do, delegate up, be proactive and build a strong performance culture. Emphasis on the importance of meeting professional and personal goals.

HR's focus at IBM today is on finding and developing more innovative employees, who are in it not just for today, but for the long term.