How do you identify and prioritize the key HR issues and challenges facing your organization?

Some basic principles are: - Every single company and organization is unique - HR is there to support the business - Common HR mistake is: that HR build something because they think they need it, but actually their users (employee and management) are not need it So to identify and prioritize the main HR issues in the organization, the best way is simply by having discussion with HR's customers; which are the business/management and the employees. We can't assume what are they needs, or having benchmark with other companies; we need to directly approach and ask our business and employees to understand what are their challenge and what do they need from HR, so we can start addressing the issue based on that discussion.

Data Analysis ??: Utilize surveys, turnover rates, and performance data. Employee Feedback ???: Gather input from employees and managers. Impact Assessment ??: Evaluate issues based on their impact on the organization. Urgency Analysis ?: Determine urgency levels for timely resolution. Alignment with Goals ??: Prioritize issues aligned with organizational objectives. Common HR Challenges ??: Address talent retention, diversity, skill gaps, and engagement. Resource Allocation ??: Allocate resources based on the severity and importance of each issue.

One tool that I have found to be very useful given today's rapidly changing world is using a PESTLE analysis, taking a deep dive into the Political, Economic, Sociological, Technical, Legal, and Environmental issues/changes that impact employees and the organization.

Una de las principales situaciones a revisar es ?Cuál es la mirada que se tiene de la empresa? Es importante que se busque a los actores sociales y grupos de interés que pueden aportar. Los métodos mixtos, pero validos y con esquemas claros, son la mejor opción para tener una mirada más específica del proceso.

Ultimately HR function exists to support and facilitate the business. So 1st things 1st - understand the business objectives and its’ future ambitions. Then we take a look at the current state of the organization to do a gap analysis. Are there any current practices that does not align with what business needs? Are there any function or skillsets critically needed for business to operate, or will be needed for the future? Are the current ways of working contribute to an effective team dynamic? Priorities ideally would be arranged based on how large the gap is, how critical is it to the business, the urgency/timeframe it needs to be solved, the amount of effort needed to fill those gaps and the available resources at hand.

Defining future HR/TA needs in an organization requires a strategic approach that aligns seamlessly with the company's long-term objectives. Some of the factors to consider --- Align with the business strategy, conducting skill-gap analysis, forecast talent needs & demands on business goals, market trends, and tech advancements. Stay updated on industry trends, competitor strategies, and talent market dynamics. Develop a comprehensive plan that includes recruitment strategies, talent development programs, and retention initiatives. Utilize HR analytics and talent management systems to make informed, data-driven decisions.

En mercados cambiantes esto es complicado, lo que se puede hacer es una analítica de datos responsable, asimismo, hacer énfasis en lo que se plantea es una visión. Hay que hacer ajustes, teniendo en cuenta el talento humano que tenemos ahora y las formas que tenemos de innovar. Permitir escuchar a los jóvenes y no estar anquilosados en lo que pudo ser, dejar de pensar que porque hay experiencia se puede solucionar todo.

To compare the current and future HR/TA situations to identify gaps and challenges requires a structured approach. Start by Identifying gaps by comparing current skills with future requirements. Assess needed future proficiency against current talent capabilities. Identify challenges both internally & externally like evaluate internal talent for upskilling & reskilling programs, Succession planning as part of talent development. Externally, understand the talent market by performing talent insights, talent availability & landscape for the skills, role and experience levels. Implement proactive talent pipelining, invest in recruitment tools & technologies.

After pinpointing the gaps and challenges, consider conducting targeted focus groups or interviews with employees across different levels and functions to deepen your understanding of these issues. This approach can reveal underlying causes or additional insights not captured through quantitative analysis. Prioritizing challenges should involve assessing their potential impact on organizational goals and employee well-being, ensuring you address the most impactful areas first.

To add to this, being on the lookout for any SPOFs (single points of failure) is very important. If you find that there are any processes or roles that only one employee knows the ins and outs of, you need to identify them and make a plan for knowledge transfer immediately.

Para realizar el plan es mejor centrarse en objetivos, no en un activismo por sacar números; por lo tanto, es mejor que se tenga clara la estrategia y una prospectiva del negocio. Es importante tener una propuesta de valor actualizada, tener indicadores claros en particular de gestión, recuerda ?Asistencia NO es un indicador! Es lo que genere cambios conductuales.

To develop an effective action plan, start by breaking down overarching goals into small, impactful steps, prioritizing quick wins that address critical gaps. Implement initiatives in phases, gathering feedback along the way to refine and adjust as needed. Form cross-functional HR teams to foster collaboration, maintain clear accountability, and ensure alignment with strategic goals. Set measurable milestones with regular check-ins to monitor progress and stay adaptable. Focus resources only on actions that deliver timely, strategic value, keeping the plan streamlined, responsive, and aligned with organizational priorities.

As you roll out your action plan, create a culture of openness and feedback, encouraging employees to share their experiences and suggestions for improvement. This ongoing dialogue can help you make real-time adjustments to your initiatives, enhancing their effectiveness. Engaging employees in the solution process not only helps in identifying practical fixes but also boosts their commitment and buy-in for the changes.

Las evaluaciones no deben ser al final, debe ser un proceso transversal que debe retroalimentar de manera activa. En la actualidad hay tableros que pueden mostrar en "tiempo real", donde puedo tener elementos básicos de evaluación y socializar los procesos de gestión del conocimiento; así aportamos a las condiciones de las personas en la empresa.

This can't be done in a vacuum. Involving multiple stakeholders from various departments is critical. Partner with department leadership so that you get the full story and can make informed decisions.

En mi caso, es importante que se tenga claro que la evaluación NO es para sancionar, es para aprender y es que sí cometemos errores son aprendizajes que tenemos. En particular, con las MIPyMES, tratar de hacer las devoluciones de manera propositiva.