When HR partners with other leaders, compliance can stop being firefighting and become part of organizational strategy
Treating compliance as an investment in culture, growth and resilience, rather than a chore or a cost centre, is key to aligning an organization’s compliance practices with its overall business strategy.
That’s according to Nhi Huynh, an employment lawyer at Williams HR Law in the Greater Toronto Area.
HR leaders know the pressure of managing compliance, because many feel that they’re “treating everything like everything's on fire all at once and feeling quite overwhelmed,” says Huynh. However, the other extreme is where “compliance really isn't on the organization's mind because of the same thing where they're overwhelmed in terms of their day-to-day operations until complaints or investigations force the issue,” she says.
Somewhere in the middle is where compliance can be deliberately shaped to advance business strategy instead of fighting it, according to Huynh.
“You want to strike a balance where you're aligning your business objectives and your compliance obligations,” she says. “And making sure you're going in the direction of your business objectives, look at compliance not as something that would get in the way of those objectives, but support those objectives and help you grow in the direction that you want to grow.”
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