The Big HR Shifts For The Future

Frederick Taylor conducted time and motion studies on the Ford Motor Company assembly line 112- years ago. Taylor’s idea was to make every step along the assembly line more efficient and effective. No more guess work. The “one best way” became the mantra. And the Model T Ford was the first successful product of scientific management.

Scientific management is based on a simple principle. Workers are more productive when they are assigned narrow and clearly defined tasks. Creativity and guess work are removed. Taylor believed that productivity improved by eliminating unnecessary effort.

I use the assembly line analog to structure The Future of Human Resources: Unlocking Human Potential. But it’s not an assembly line of production. It’s an assembly line of the phases an employee pass through in their employment from starting to parting a company.

I identify 13 HR mindset shifts necessary. The table below illustrates those shifts:

Shift 1—Past Behavior to Future Potential

During the starting phase in the employee lifecycle, the successful job applicant is likely to have demonstrated to the selection panel that their experience and background is the best match for the job. Behavioral interviewing techniques assume that past behavior is the best predictor of future performance. While experience is still important and relevant, the emphasis needs to shift to future potential.

Shift 2—On-boarding to Integration

Traditional induction and on-boarding have one thing in common—they both focus on helping the new employee to fit into their new workplace. It’s a one-way process. It’s all about the organization. Although this is still important, we need another step: integration. Integration is the idea that the company should better understand the new employee and how their strengths can be utilized to change the organization.

Shift 3—Onsite to Hybrid Working

Working remotely in some shape or form is here to stay. It’s a reality that needs to be embraced. Accepting this reality requires some more careful consideration around some of the challenge’s organizations face when working with employees remotely.

Shift 4—Them & Us to Collaboration

Although creating a productive workplace culture is within the domain of HR, I argue that the foundation of culture is the type of employment relationship in the workplace. HR can (and should) lead the way in promoting the evolution of a new employment relationship between managers and employees. The old them & us employment relationship or traditional psychological is an artifact of the twentieth century.

Shift 5—Training to Multidimensional Learning

As part of the employee’s development, they are given training opportunities sponsored by their employer. But training needs to be balanced with other L & D opportunities. A multidimensional approach to L & D covers four dimensions: job-centered, person-centered, problem-centered, and machine-centered. Applying this multidimensional L & D model is an eclectic approach that better equips the employee to function effectively in a VUCA world.

Shift 6—Job to Non-job Roles

Industry’s over-reliance on the job description means that non-job roles are neglected. Many non-job roles are becoming even more critical to work performance. Owing to the dependence on the job description and the downplaying at non-job roles, employees can be forgiven for thinking that non-job roles don’t count in work performance. This disparity needs readdressing.

Shift 7—Job Description to Role Description

The job description has outlived its purpose. Its focus is on the technical requirements of the job. This can lead to a situation where the jobholder can complete the literal requirements of the job description and under-perform. Jobs are evolving and the job description is an increasingly inadequate at identifying what people should do at work.

Shift 8—Job Design to Job Redesign

Job specification is the job design method that’s been in existence since the Henry Ford assembly line. This job design method has served business well. But it’s too restrictive now to promote creative thinking. In the dynamic marketplace, job specification stifles independent judgment, flexibility, and agility.

Shift 9—Competition to Partnership

People are fearful that AI will take their job. For decades we have viewed technology as a threat to human jobs. AI has been thought of as competition in the job market. But we need to change our perspective about AI. We need to work in a true partnership with technology in what has recently been conceptualized as super teams.

Shift 10—Technical Know-how to People Leadership

When we promote people into leadership roles, why is it that we still based this on their technical capabilities? We do know, for instance, that the best engineer doesn’t necessarily make the best leader of engineers. Instead of relying on technical know-how when promoting people into leadership roles, a better approach is to look for leadership attributes.

Shift 11—Appraising to Developing Performance

If we are taking part in an ever-changing marketplace, then performance development is more useful than performance management. Ongoing development rather than one-off appraisals can only be effective with a more collaborative working relationship between managers and employees.

Shift 12—Carrot & Stick to Human Spirit & Work

In the rewarding phase of the employee lifecycle, for too long we have used carrots and the sticks to motivate people at work. How do we create an environment where people bring their hearts and minds to work with them? If the high levels of employee disengagement are an indicator, we have failed. How is intrinsic motivation fostered in the people that work in organizations?

Shift 13—Exit Interviews to Building Networks

We need a paradigm shift from leaving to staying connected. The last thing an employee usually does—after the farewell morning tea—is have an exit interview with HR. This interview is to benefit the organization. These exit interviews assume that this is the last time we will see or hear from the exiting employee.

This is an extract from my latest book, The Future of Human Resources: Unlocking Human Potential.

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Dr Tim Baker is a thought leader in leadership development and performance management, best selling author, and international consultant. having consulted across 21 industries over 18 years, Tim has discovered what makes people tick. To find out more, go to WINNERS-at-WORK Pty Ltd.