The evolution of an HR leader

Reflecting on my first six months here at Renovata-Zeren there is much to talk about; not least the new face of our interim business, Renoir. More on that to come soon.

In my first article for Renoir, I am keen to explore the evolving role of an HR leader, the trends I believe are prevalent in 2023 and the value an interim can have in helping define an organisation's approach to its human capital.

Much of my time is spent talking to my network and reflecting on the ever-changing role that HR plays within an organisation; arguably more than any function, the role of HR has been significantly impacted by the pandemic. Whilst the pandemic has brought unprecedented changes to the world of work, it is HR professionals that have had to adapt to new challenges and ways of working (as we all have) but it is they who have had to create and define these new ways of working to support both their employees and the organisation. In meeting the demands of this new normal, HR leaders have had to learn to be productive and successful in their own roles whilst also adapting along with everyone else.

As the function continues to evolve and redefines the way it operates within the workplace, HR is also driving strategic planning for the future and with that comes the requirement to learn new skills and perform tasks that hadn’t previously been expected of them. Now more than ever it is critical for an organisation to identify and understand how it wants to function; both culturally and operationally and it is HR that can create that change and define its competitive advantage.

Given the economic pressures that have been prevalent since the pandemic, the pressure on CEOs and CFOs to increasingly focus on productivity gains means there is significant attention being paid to; organisational design and effectiveness, learning and development, performance management and reward. To meet these demands, HR has had to rapidly upskill from both a technical and process standpoint to understand and deliver all the associated implications of such wide-ranging changes.

More so than ever is the importance of an organisation's ability to measure and understand how engaged their workforce is; especially given some employees hired in the last two to three years may have never come into the office or met their co-workers in person. Employee engagement following the pandemic is a complex issue that requires careful attention, and it is my view that those who prioritise communication, well-being, flexibility and purpose are most likely to support their workforce and foster a culture of engagement, togetherness and resilience.

In 2023, the workforce will be characterised by a shift in how people continue to work and how employers interact with employees. Greater flexibility and access to remote working, resource sharing and on-demand services will redefine how organisations employ and retain talent. This involves understanding the current and future skills gap and tailoring strategies to provide employees with the opportunity to acquire the skills they need to keep up.

Employees will have more options to better balance their personal and professional lives, making ways to incorporate multiple commitments in their working lives. To be successful and to attract and retain talent, organisations will need to prioritise cultivating a deeper appreciation of the value and impact of every worker, while leveraging technology and digital platforms to drive cost-savings and foster collaboration between teams. Those organisations that embrace a culture of continuous learning, pushing for employees to build in-demand skills and stay ahead of the curve and those which prioritise diversity and inclusion beyond hiring practices, treating every worker with respect and providing them with the training and resources to succeed will stand out and stand the best chance of attracting and retaining the very best people.

In summary, the pandemic continues to bring about changes and challenges in HR, with employee well-being, remote working policies, performance management, diversity and inclusion, technology, virtual recruitment, and organisational agility among the key trends that have emerged. As we continue to emerge from the pandemic, it is my view that HR will continue to adapt and evolve in response to new challenges and opportunities, and it is those businesses that have HR helping to define the future state of their organisation who are best positioned to succeed.

If some of what I have discussed resonates with you and your organisation, then an experienced interim could help identify and navigate the change required; helping to give strategic guidance, operational support, and leadership to your organisation.

If you would like to discuss any of this further or explore how an interim could create meaningful change within your organisation then I look forward to hearing from you.

Renoir is proudly part of the Renovata & Company platform. As a leading provider of interim and fractional executive solutions, we offer immediate functional support across Technology, Product, Sales, Marketing, Customer Success, People, Finance, Operations, ESG & Sustainability.

We work with trust, transparency, and tenacity to offer our network of high-growth, VC/PE-backed businesses and ambitious corporate brands four pillars to include strategic advisory, fractional executive consulting, interim management, and transformation.

Our team of experienced and highly skilled interim professionals is based across our offices in San Francisco, Houston, Chicago, New York, London, Paris, Berlin, and Frankfurt, so feel free to reach out to have a conversation about how we can help you achieve your goals at pace.