The Changing Role of HR
We’ve seen dramatic changes in the demands on HR in the past couple of years. The pandemic has forced issues like ways of working, retention, and employee wellbeing to the forefront of business leaders’ minds. At the same time organisations are having to adapt rapidly as market demands shift and strategy is continually adapted. The internal pressures and the external demands need to be balanced by HR. The role of HR has moved into an expectation of dynamism to ensure the culture is aligned to delivers on strategic decisions.
Then VS Now
Historically, HR has been seen to focus on administrative transactional functions across organisations maximising automation to reduce human interactions. With centres of excellence to deliver on specialised interventions. The pandemic has driven HR towards a more collaborative stance as pressures have materialised from all angles. The negative impact on staffing morale has been profound. The challenge for HR is to step into the limelight leading & challenging the organisation to lean into the culture which must deliver on company performance.
Integration
Integrating the more traditional roles with modern HR initiatives will bring value to a business. By bringing HR departments together and working towards the same collective goals, will create a team that guides their organisation forwards, through a collective HR voice.
What Next? We expect to see changes to the role of HR and here are 3 ways these roles will be reimagined:
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The employee’s collective voice
Forward thinking HR initiatives will be encouraging employee feedback dynamically, making sure strategic changes incorporate the employee voice, and HR acts as an agent of change and inclusivity.
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Concept of team entity
Moving away from the individual perspective and focusing on team relationships which impact interaction, collaboration and produce higher performance.
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Automation Tools, Analytics & Technology
Data-driven HR teams who are using automation tools to drive business forward will increasingly use internal company data to influence strategy. The focus of the use of this data will often raise questions of the types of interventions to facilitate behavioural change. Organisations will use data more to reveal the correlation between strategic goals and behaviours. The focus will be to promote engaged, creative and collaborative teams that deliver results rapidly.
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The ORSC series is an ICF accredited methodology with proven success that will teach you 40 tools and 27 skills to help you:
- Work with teams with low morale
- Tackle the primary causes of high turnover
- Improve role clarity
- Collate key and insightful information about team dynamics
- Improve diversity and inclusion
