The evolution of H.R  has been taking place over many years as corporations have had to adapt to changing social attitudes, e.g equal pay for women and a range of cultural and  diversity issues, some of which potentially inhibit a business’s operation.

But it is clearly the pandemic that has been a real game changer  as we see how societies operate and in particular how individuals interact and work.

There is  a  recognition that life balance issues are now of great importance to many in the workforce.

Many roles can be performed remotely and we now see a dynamic reallocation of resources, the acceleration of digitization, the introduction of A.I. and automation.

This heralds the emergence of a very different work environment  today and in the near future and one  which HR Management has a key role to play.

Old management styles will have to be replaced if an organisation is to be effective.

Governments have a responsibility as an employer but also need to ensure that private enterprise can compete without having to wear a millstone of bureaucracy  imposed by the legislators.

For a business to be successful it has to make money therefore It is essential that the HR Management identifies and communicates this objective to its workforce.

It will need to motivate and have  its employees to buy in so all parties benefit.

Future  HR Management will need to continue recognise  the true value of employee potential and align this with the finance, manufacturing, sales and marketing objectives.

Below is a summary outlining the obligations placed on HR Management as it enters a new era.

1.        H.R. Management to meet Employee expectations.

Many employees will seek more than just compensation and  growth and now seek  a work life balance. 

2.        Organisations will be required to accept dynamic In-Office and Remote policies.

HR Management will ensure these are developed to accommodate face to face office time as well as working remotely.

Through consultative process it is imperative that the employees are committed to achieving the organisations objectives through a team approach.

3.        Devise Talent Strategy

·      A better understanding of pivotal roles in the organisation

·      A talent management process linked to other annual management processes

4.        Develop  Recruiting Strategy

·      A robust , quantified workforce plan

·      A compelling employee value proposition

·      A process to convert more applications from offers into acceptances

·      A better way to ensure new employees are up and running effectively as soon as possible.

5.        Review and Recognise

·      Align individual targets with organisational objectives.

·      Introduce  better ways to develop existing talent

·      Ensure there is a robust management of positive/negative consequences.

6.        Development

·      identify individual employment needs.

·      A better execution of training programs to make new habits stick.

·      A better understanding of which programs have impact.

7.        Deploy and Rotate

·      Introduce an effective process to match talent with opportunities.

·      Develop a succession Plan that manages risks of vacancies in pivotal roles

·      Create a breadth of mechanisms to retain high performers

8.        Engage and Connect

·      Determine ways to facilitate greater employee involvement.

·      Facilitate greater collaboration between departments.

·      Develop supportive and inspirational managers.

9.        People Analytics to Transform the workplace.

·      Develop innovative strategies designed to  boost employee intelligence processes,  fostering change and create an engaging culture.

10.  Embed the Culture

·      Ensure the top management team makes talent management a real priority.

Human Resource Management has an important role play in an organisations success but it needs to be seen not only as as a service provider but a functional expert, a transformation enabler and a strategic partner. 

CEO and higher levels of management need to ensure their  HR Division is qualified to provide maximum value and has board representation if appropriate or at least have the opportunity to make submissions.

An effective HR Department should engage with  governments of all levels to protect the interests of the company and those who work within it. Governments need to ensure  a flourishing private sector is maintained but it is essential they are aware of the impact bad legislation can have on private and public organisations whether it be through taxation, regulation or social policies which may be inappropriate in the current economic climate. 

Royalty-free photos by PEXELS