Most CEOs I meet are undertaking some kind of change programme in their business: a strategic change, culture change or both simultaneously. Their HR function usually advises and frequently leads major parts of the change programme.

All well and good, but how are HR managing the changes they need to make to their own department to support the 'new' business? HR changes are often overlooked. Like cobblers' children, HR go shoeless.

For example, Talent Management is a focus for many CEOs right now. But a lot of HR directors I speak to say they have not identified their own high performing people. And find it even more of a challenge to plan a robust development programme or to put succession in place for their key positions. Effective talent management brings up awkward questions, like 'Are my people good enough?' This question is often difficult to address when it's focused on your own function.

We know Talent Management is tough for most departments but it's much easier to tell others what their problems are than sort out one's own. But unless we do sort out ourselves first, line managers don't see HR practicing what they preach. And in my experience this makes them sceptical about the advice we give. So how can HR change this view?

Ghandi is famous for saying that you have to be the change you want to see in the world. I believe we in HR can only be truly credible if we follow this advice. This means making sure the HR function is an example of the change the business is seeking to achieve. So if the business is seeking to be more client-focused and you are leading a programme to help achieve this, have you measured how your clients view the service they get? Have you given your people the same client skills training that the business is receiving? And are you measuring client satisfaction levels in the same way you are advising the business to?

A good case study of applying these ideas is the work done at the luxury menswear company Ermenegildo Zegna. The HR team have moved from transactional administrators to true partners of the business. This transformation happened because the CEO hired a new head of HR to help him transform Zegna from a product lead to a customer lead company. Lynda Tyler (the head of HR) realised that if she was going to help the business achieve this, her team had to be making the same changes. This started with surveying her internal clients and understanding what they needed from HR in the future. We then began what became a four-year-long process to build new skills and a new mindset in the HR team. This all sounds very idealistic but it was driven by clearly identifying what the business needed at each stage of the change they were making and keeping at least one step ahead. And it paid off! The CEO has just appointed Lynda Tyler ( the HR head ) as the process leader and overall co-ordinator of the change the company is undertaking. Why? Because HR have shown how to do it. They have also been honest enough to share with the rest of the business some of the difficulties along the way and what they learnt from the journey.

That doesn't mean the job's done and dusted. This is an ongoing process, not just for Zegna, but for most companies.

You're probably thinking this all sounds terribly time consuming and a luxury, but if you get this process in place in good time, you'll reap the benefits later. Wouldn't you rather spend half an hour sharpening your axe than go at a tree with a blunt one?

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Everyone can become better at their job if they really think about their writing. And I believe that includes HR directors.

When you describe your job, 'writer' probably isn't the first thing that springs to mind. But to be great at HR, you need to communicate well. That means you need to write well too (just think about all the emails, memos, letters, presentations and reports you have to write.)

Over the last few months I've been working with a company called The Writer (www.thewriter.co.uk). They've looked at how we can use words to reflect our innovative approach to HR ('HR with guts'). The Writer calls this our 'tone of voice'.

It's been a real eye opener for me. Now that we have a tone of voice, I'm much more attuned to words and their effect on readers. You might have noticed I've been saying things like 'challenging', 'guts' and 'uncompromising'. These words express my strong opinions about HR and its role in business.

The knock-on effect of all this is that I think more about the words I used to use. As HR professionals, we need to support people. But most of the words and phrases we use, like 'leverage', 'holistic approach', 'drivers' and 'intervention', are impersonal (and, if we're honest, a bit self-important too). Come to think of it, 'human resources' is a pretty aloof way of describing what we do. Our whole business is about people, so let's talk more like people.

But why stop there? I developed HR with Guts to stand up for HR and its power to improve organisations. So I use unequivocal (sometimes uncompromising) language to get my message across. I'm still saying the same things I always did, but now my point of view is clearer. If you want to be heard in your organisation, take my advice: find your tone of voice too.

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We mentioned in the last newsletter the research we have done into the difference that makes a difference in a great business partner. Many of you were asking about this, so we thought we'd say a little more about what we found, including some of the myths we've come across.

The top five qualities you should look for in an HR business partner

1. They build deep, trusting relationships, but…
2. They remain independent and can challenge authority.
3. They know the business as well as the line managers know the business.
4. They've got a strong belief in their work and the difference HR can make.
5. They are technical experts in their own field.

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The HR Business Partner is described as the new face for the HR function. Since the concept emerged, however there has been mixed success at implementing the approach. Our colleagues at Orion Partners, specialists in HR transformation, have written up their experience of helping organisations make this change. Their book HR Business Partners helps both HR and business leaders get to grips with what being an HR Business Partner really means - based on practical experience. And clarifies the exact nature of the new service delivery models that are emerging. You can find out more by visiting their web site www.orionpartners.co.uk

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How well do you know your business?

When we work with HR teams this often comes up. Years ago we produced a set of questions to help teams check their knowledge. We have now turned these questions into a pack of cards. The cards will help you to know your business, test what you know and develop your team. And they're fun to play. They can be used at regular team meetings, off sites, as a fun quiz or just as a daily reminder of what you need to know about the business.

The cards cover four areas

• Spades= About the whole company
• Hearts= About the business unit you support or nominate
• Diamonds= About people and culture
• Clubs= About HR related data

Here are some sample questions.

"Describe the major internal and external factors influencing the company's profitability"

"What is the most profitable product? How much revenue was generated from this product in the last financial year?"

"Name the employees responsible for managing the relationships with the top 3 customers of the business unit you support"

"Describe the company culture. What are the strengths and weaknesses of the culture with regard to achieving the business strategy?"

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