Want to connect the dots of what companies and HR should do to tackle disruption? Then read on this weekly’s edition of #ConnectWithContent.
The time is right to accelerate the reinvention of HR
The first article shows what can happen when HR steps out of its traditional silo and embraces a strategic role, using talent to drive value rather than just responding to the routine needs of businesses. Too many HR organizations still fail to make a hard and convincing connection between talent decisions and value. This article sets out an agenda for renewed action. To advance this agenda, businesses need to concentrate on four things:
1) Rethinking the role of the HRBP:
HR business partners, senior HR individuals counselling managers on talent issues, should stop acting as generalists and show that they really own the critical talent asset: replacing the business-partner role entirely with a new talent value leader, who not only helps business leaders connect talent decisions to value-creating outcomes but also is held fully accountable for the performance of the talent.
Key challenge will be where to find appropriate candidates to fill these bigger HR shoes.
2) Using people analytics:
Many organizations have already built extensive analytics capabilities, typically housed in centres of excellence with some combination of data-science, statistical, systems-knowledge, and coding expertise. What’s still missing however is the ability to embed data analytics into day-to-day HR processes consistently and to use their predictive power to drive better decision making.
The real prize is for those companies that can use data analytics not just to improve a single process, like recruitment or retention, but also to drive business performance.
3) Fix HR operations:
The current reality of HR, is that of the function routinely being pulled into operational issues and distracted from its core strategic mission: typical HR departments still spend close to 60 percent of their time and resources on transactional and operational HR, despite decades of pushing work out to shared services.
As part of its continuing transformation, HR must therefore raise service levels and improve the employee experience, using next-generation automation tools and standardized processes to drive higher productivity.
There are three critical operational priorities for the HR organization of the future: continuous process improvement, next-generation automation technology and user-experience-focused service improvement.
4) Focus HR resources in more agile ways:
HR of the future also demands a new type of agile organizational structure: applying agility to the organization of HR will be critical to HR’s ability to deliver a harder link between talent decisions and value. The move toward a more agile HR organizational model has both operational and structural implications.
By driving continuous improvement in operational performance, HR can create the space for its leading thinkers to drive strategic talent insight and solutions. And by adopting a more agile approach to its resources, HR can drive significant productivity and focus execution and investments on the core initiatives each year that are proven to link to value
Companies that take these steps will move toward a next generation of HR that’s data driven, not experience driven; systematic, not ad hoc; and consistent, not hit and miss.
Read the whole article here.
HR on the edge of a cliff
The second article is about HR's journey of reinvention and the bumpy road ahead in order to futureproof itself.
If HR wants to be at the heart of business disruption it must first reinvent itself
Digital transformation is sending shock waves across the business landscape. Workplaces are being redefined and reimagined, underscored by a new understanding of productivity and engagement. At the heart of this disruption is HR as the most crucial component in helping businesses navigate through this transformation.
HR has been on its own journey of reinvention over the last few decades, characterised by a lack of urgency, a diluted focus, and a measure of success that is ill-defined.
The road ahead requires HR to reinvent itself, use technology as an enabler and apply strategic foresight to navigate future workforce needs.
With everything around us occurring at breakneck speeds, when we ‘go to work’ in the future, where exactly will that be? What will it look like? Workplaces today are already being restructured and revolutionised - in some cases there is no defined workplace at all.
What does it mean for HR?
Harnessing these 3 intelligences will be critical for driving an effective and productive workforce in the future: Digital intelligence, Cultural intelligence and Business intelligence
The greatest HR teams will have a strategy that addresses future business challenges and how its people will help solve them.
Time to cross the chasm!
Read the whole article here.
Is there still need for HR?
And the third article I selected is about the fundamental question whether there still is a need for HR with companies using HR tech and HR tools...
HR departments are the last thing fast growing companies pay attention to.
While it’s become common to start off without an HR department, now we’re seeing fast growing companies reach past the 50 person mark without any formal HR in sight. This is not only a trend affecting startups, bigger companies are now beginning to use HR tools to decentralize many processes, placing them into the hands of managers and the users themselves.
Are we moving toward an age when HR can be completely replaced by tech?
The answer is no!
Because employers need to create a more hands on unique experience to keep talent engaged starting the day they come in the door, especially young talent. Tech tools are facilitators, not solutions. It’s HR’s job to design a new type of organization that caters to the needs of its employees. Here are four ways the role of HR will change due to the rise of HR tech:
1. creating the employee experience
2. organizational architect
4. people data
HR now, more than ever
The great thing about the rise of HR tech is that it takes away more of the administrative tasks HR has had to deal with in the past and leaves professionals with more time to transform their organizations into great places to work.
The challenge HR will face is adopting a new way of thinking about the profession its role, and arming themselves with the tools they’ll need to bring their department and company forward in the future.
Read the whole article here
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