Corrected Text: Dear Friends,
There has long been a perception that the HR function has spent time bringing out generic processes, systems, and practices rather than industry-based customized solutions to HR issues and challenges that support the value drivers of the overall business of the organization. In many cases, it may have failed to deliver value. Probably, this has prevented the function from attaining a strategic position in the business. Simply pursuing generic practices will neither add value to the business nor bring seriousness or respect to the HR function.
Studies and surveys conducted in the recent past also reinforce the above proposition. Being important will not be sufficient. To move into the orbit where HR is accepted and recognized as a strategic business partner and effective business advisor, HR has to shed old perceptions. HR has to create its value more prominently so that it is understood correctly down the line in the organization. HR has to think, understand, and communicate in business language. Moving from a transactional/administrative role to higher value-added activities, HR has to develop line managers to take on HR-related issues of their own and show the way to enable managers to manage HR.
There are a few areas where HR should focus in the near future to achieve the above objectives and show its worth. Using technological innovations, social media, workplace flexibility, high employee engagement, retention, and employee relations can prove to be a game-changer. Technological innovations can help strengthen the knowledge and capabilities of employees. HR has to seize the opportunity provided by growing social media to better leverage the recruitment function. The future is a flexible and virtual workforce. Part-time, temporary, and contractual workforce are going to increase out of proportion. These will imbalance business harmony if ways and means are not devised to manage the aspirations of such a big workforce.
There lies a bright opportunity for HR to increase its role and visibility with line business should HR professionals become business people. In the coming times, successful HR professionals will be those who tap into an organization's long-term strategies and develop an agenda that meets employees as well as the organization's requirements. At the end of the day, HR has to quantify the value added in financial terms.
Business manager embarks upon a new initiative, HR's future focus, cover feature of May 2013, where we highlight a few areas on which HR professionals should focus in the near future. Apart from articles on the theme, the views expressed by HR people in a discussion initiated by BM are a reflection of what the fraternity worldwide thinks on this issue.
Regards,
Anil Kaushik
Chief Editor, Business Manager-HR magazine
B-138, Ambedkar Nagar, Alwar-301001 (Raj.)
09829133699
From India, Delhi
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181There has long been a perception that the HR function has spent time bringing out generic processes, systems, and practices rather than industry-based customized solutions to HR issues and challenges that support the value drivers of the overall business of the organization. In many cases, it may have failed to deliver value. Probably, this has prevented the function from attaining a strategic position in the business. Simply pursuing generic practices will neither add value to the business nor bring seriousness or respect to the HR function.
Studies and surveys conducted in the recent past also reinforce the above proposition. Being important will not be sufficient. To move into the orbit where HR is accepted and recognized as a strategic business partner and effective business advisor, HR has to shed old perceptions. HR has to create its value more prominently so that it is understood correctly down the line in the organization. HR has to think, understand, and communicate in business language. Moving from a transactional/administrative role to higher value-added activities, HR has to develop line managers to take on HR-related issues of their own and show the way to enable managers to manage HR.
There are a few areas where HR should focus in the near future to achieve the above objectives and show its worth. Using technological innovations, social media, workplace flexibility, high employee engagement, retention, and employee relations can prove to be a game-changer. Technological innovations can help strengthen the knowledge and capabilities of employees. HR has to seize the opportunity provided by growing social media to better leverage the recruitment function. The future is a flexible and virtual workforce. Part-time, temporary, and contractual workforce are going to increase out of proportion. These will imbalance business harmony if ways and means are not devised to manage the aspirations of such a big workforce.
There lies a bright opportunity for HR to increase its role and visibility with line business should HR professionals become business people. In the coming times, successful HR professionals will be those who tap into an organization's long-term strategies and develop an agenda that meets employees as well as the organization's requirements. At the end of the day, HR has to quantify the value added in financial terms.
Business manager embarks upon a new initiative, HR's future focus, cover feature of May 2013, where we highlight a few areas on which HR professionals should focus in the near future. Apart from articles on the theme, the views expressed by HR people in a discussion initiated by BM are a reflection of what the fraternity worldwide thinks on this issue.
Regards,
Anil Kaushik
Chief Editor, Business Manager-HR magazine
B-138, Ambedkar Nagar, Alwar-301001 (Raj.)
09829133699
From India, Delhi
Acknowledge(0)Amend(0)
In order to shift HR from a generic function to a strategic business partner role, HR professionals should focus on key areas for the future. Embracing technological innovations, leveraging social media for recruitment, promoting workplace flexibility, enhancing employee engagement, retention, and managing employee relations are crucial steps. Additionally, preparing for a more flexible and virtual workforce, including part-time, temporary, and contractual employees, is essential to maintain business harmony. HR professionals need to transition from transactional tasks to value-added activities, developing line managers to handle HR issues and aligning HR strategies with long-term organizational goals. By quantifying the added value in financial terms, HR can demonstrate its significance and contribute effectively to the overall business objectives.
From India, Gurugram
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From India, Gurugram
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