Dear all,
Thank you for overwhelming response..yes 2008 predictions are becoming a reality than before..
A colleague forwarded me this piece on his views about HR & today's scenario and it's future..
In many organizations, existing HR systems are major impediments to creating agile workforces. For the most part, HR systems are designed to reduce variability and to standardize behavior, not to promote flexibility and adaptive behavior.”
How often we are told that the particular employee's performance is not upto the mark and he becomes a star performer when he joins the other company..
HR organizations will become smaller. “Hiring criteria and processes will be altered to reflect agile attributes…Job descriptions will be eliminated and compensation systems redesigned to pay relatively more for enterprise-wide results and relatively less for individual outcomes.” As an HR professional, your job is to create an organization that constantly builds its capacity through building the capacity of the people you employ.
I wonder if this is possible to lay less emphasis on individual outcomes..frankly it has to be a mixed balanced of the two.
The contribution of the HR function to the hiring and development of agile, nimble, resilient people is critical. You design or administer most organizational systems that contribute to agility.
Create selection, testing and hiring criteria that identify diverse, resilient, agile people.
Provide orientation that emphasizes the organization vision and expectations for agility.
Assist and coach leaders to communicate the vision, and design a work environment that removes barriers, de-emphasizes hierarchical control, emphasizes empowerment, and puts people directly into contact with customers and suppliers.
Create flexible job descriptions that change regularly to meet organization needs.
Any ideas or thoughts as how this can be done or implemented?..would appreciate if members can share their experience..
Provide opportunities for people to work on crossfunctional, even virtual, teams that solve a problem or approach a new opportunity.
Create an environment in which diverse ideas, training and education that develop individual capacity, and reading are the norm.
Push decision making throughout the organization so people are not waiting for decisions before taking action.
Design a feedback system that provides ongoing, daily feedback so people always know how they are doing. Invest the time to create a competency-based, individually planned and negotiated, results-based feedback system. Eliminate the traditional performance review.
Reward people who produce results that have wide-ranging impact in the organization. Reward results and impact, not longevity or seniority. Reward, at least, quarterly. Consider sharing profits.
Base promotions on contribution and impact.
Encourage intelligent risk taking and open discussion, and even some conflict over diverse ideas and viewpoints. Avoid “group think” to maintain relationships.
Coach managers to handle their own “people” issues, instead of handling them for them. You build their capability and thus that of your organization as a whole.
How does HR Manager benefits from all this ?..
You directly impact the organization’s bottom line and can expect to influence the overall strategic vision.
You are valued on a par with the people who manage line functions. The HR world is changing.
Recently, I read a job description for an HR Director in US and It basically stated that HR traditionalists who viewed their work as administration and policy making need not apply as the company wanted applications only from candidates willing and able to advise the corporation at the highest, most important strategic level.
Cheers,
Rajat