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The Human Resources function has in the past been regarded as a cost centre, owing to people-related costs an organization incurs. However, modern day organizations have begun to appreciate the HR function as a source for competitive advantage and as a value adding occupation. Demonstration of the return on investment (ROI), effectiveness and the value add to business of any human resource activity is becoming critical in many organizations. Taking an example of training & development programs, well thought-out and implemented programs can have a direct impact on the ROI i.e. through improved leadership, skills upgrade, improved customer service, decreased costs related to occupational injuries, better quality products/services and enhanced work efficiency. It is therefore important for corporate entities to have systems in place for collecting data on all HR activities, reviewing & analysing the data and gauging HR impact to business. To aid in this, organizations can rely on various Human Resources Information Systems (HRIS) that have the capability of capturing various HR data i.e. sick offs, absenteeism, disciplinary issues, leave liability, total headcount, gender balance, turnover rates among others. The HR Metrics can be analysed to inform strategic decision making.

It is impossible to talk about business without the mention of human capital topics. As a matter of fact, company production and sales figures are driven by the people. Equally, the people-cost is the highest in most organization. This is why it is critical to have HR inclusion in the Boardroom. Think about culture, recruitment, talent management, compensation and succession management among other HR topics. The role of the HR Leader in these and much more is not only to interact with the C-Suite executives in providing updates but to provide useful insights in relation to business in boardrooms as well. Based on the data presented in boardrooms, HR Leaders are able to connect business priorities with the needed human capital for a competitive edge.

With increased external pressures and social challenges, employees are secretly battling mental health issues. How many employees have we seen or heard who attempted or committed suicide? We always see the aftermath of the battle not the war itself. Mental health has been a taboo subject especially in the African culture, hence no one wants to talk about their mental issues openly. There is fear of discrimination and being regarded with sympathy. While mental health awareness has been growing in the recent years, workplace stress continues to ail organizations globally. Many establishments have adopted mental health initiatives from wellness retreats, sabbaticals and unlimited vacation leaves. The mental health of employees equals to the health of the organization. With good mental health capacity, KPIs naturally improve. Organizations should therefore pay closer attention to employees' mental wellbeing and embrace more measures such as:

1. Workplace counseling
2. Availing mental health self-assessment tools to all employees.
3. Offering free or subsidized clinical screenings for depression from qualified mental health professionals with feedback & follow-up.
4. Including mental health related illnesses in medical insurance packages.
5. Offering lifestyle coaching.
6. Mental health awareness training programs and sensitization. Senior management should also be training to be able to pick up symptoms within their teams for early redress.
7. Providing conducive work environment, free from organizational stressors
8. Creating and maintaining dedicated, quiet spaces for relaxation activities
9. Providing sporting facilities i.e. Gyms, Aerobics and Ball games
10. Employees' involvement in decision making. More so, decisions that affect their jobs