HR Senior managers want to be aligned with Companies Values rather than a high salary!
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
??HR Senior managers were the most likely (75%) to want to advance their career within another organization and also they want to be aligned with organization values rather than a high salary! Interestingly, those less senior were keen to advance their careers within their current organization. But overall, the top 3 considerations in choosing a job in the next three years were financial remuneration (56%), career progression (51%) and flexible working (39%).
Upskilling, attaining certification and networking were considered important in advancing careers and the top 3 skills perceived to support career progression in the people profession were business partnering, learning and development and organization design and development.
Since replacing senior HR staff is more expensive and finding the skillset is likely to be more competitive, this presents a key challenge around creating career opportunities internally for this talent group, according to a new interesting research published by CIPD using data from focus groups of with 100 managers, directors and senior leaders in the profession in APAC region (Singapore, Malaysia and Brunei) between December 2022 and January 2023.
?Top 3 considerations of HR people choosing a job in the next three years
Researchers found that HR people strongly value opportunities to learn and develop in their careers.
Progression is also a key element of what they look for in choosing a job, which is often enabled by support from HR managers and the HR leader. For senior leaders, exploring opportunities externally may be more attractive in enabling them to take the next step in their career.
?Upskilling a critical factor in enabling career advancement
Researchers believed that supporting continuous learning can help to increase retention in the function, since it aligns with people professionals’ sense of meaning in their work and ability to have an impact through applying different areas of expertise. Also building their professional network is another key avenue through which practitioners are enhancing their career prospects and learning from other organizations, such as by engaging in discussion forums.
This research highlights that majority of HR senior managers and people felt that:
?? Upskilling was important in advancing their career
?? Attaining certification/accreditation was important in advancing their career,
?? Networking with other people professionals was important in advancing their career.
? Top 3 HR skills perceived to support Career Progression
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Researchers found that the top 3 skills perceived to support career progression in the people profession were:
?Business Partnering,
?Learning and development and
?Organization design and development.
??Finally, researchers recommend HR Leaders to prioritize the 5 below areas to develop their talent and build future-fit people teams :
1?? Protecting people practitioners’ mental health and wellbeing through a holistic approach, including more flexible working, progression opportunities and setting clear boundaries between work and personal needs.
2?? Increasing people professionals’ exposure to the wider organization and demonstrating their strategic contribution, through working collaboratively with other departments, being involved in wider business conversations and initiatives and celebrating their purposeful impact.
3?? Enabling job mobility across the function and other business areas, as well as bringing in talent from outside the profession, through rotations and skills-led recruitment practices.
4?? Enhancing long-term skills development through continuous learning, professional qualifications and learning from peers, both within and outside the people profession.
5?? Building their professional network by fostering external relationships, joining professional communities and engaging in discussion forums.
Thank you ?? CIPD CIPD Asia researchers team for these insightful findings:? May Leng Kwok Louisa Pattison son and all talented people cited in this report: Joanna Bilewicz Veronica Chong Raslan Rashid Fong Tuan CHEN, Chartered FCIPD Najib Annuar, Chartered MCIPD
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10 个月Thanks, Nicolas for sharing this insightful research. Excited to see how these trends shape the future of HR careers!
Breaking Barriers in Manufacturing and Tech | Ex-Amazon Trailblazer | Transforming Businesses, Redefining Leadership | Championing Women in Male-Dominated Fields | Top 1% | Disrupting the Status Quo
1 年The shifting landscape of career aspirations is indeed fascinating! The revelations from this research shed light on the evolving mindset of HR senior managers. With a remarkable 75% seeking to align their path with company values over mere monetary gain, a high salary takes a back seat to purposeful alignment. This emerging trend signifies a deeper desire for meaningful engagement and a harmonious resonance with the organisation's essence. Moreover, the emphasis on upskilling, certification, and networking underlines the proactive approach professionals are taking to carve their paths towards success. The identified skills, such as business partnering, learning and development, and organisation design and development, signal a dynamic shift in the HR landscape, emphasising strategic acumen and a holistic perspective. This research undoubtedly unveils the intricate threads weaving together the aspirations and strategies of modern HR leaders. Great research thanks for sharing #leadershipdevelopment #culturematters #highperformingteams
CEO & Founder of PeopleCentriX | Editor-in-Chief WeAreHuman | University Lecturer on People Strategy, People Sustainability & People Analytics | PhD in Behavioural Sciences, LSE
1 年Thank you for sharing, Nicolas BEHBAHANI. I have a personal assumption to put forward, one that requires empirical investigation. It seems that a correlation exists: the higher the level of seniority within an organisation, the greater the inclination to cultivate a transformative connection with one's job and to make a significant impact through that role. Moreover, the higher the level of seniority within an organisation, the less prominent the focus on total rewards, as these are likely already substantial enough to meet both transactional needs and expectations.
Lead consultant in HR Strategy & Value Management. Enhancing Value through Human Performance. Delivery of Equality, Diversity & Inclusion Training. Lecturer and International Speaker on HRM and Value Management.
1 年Another insightful piece of research Nicolas. It actually reminded me of something said by Dave Ulrich: 'The best thing that an employer can give to an employee is a successful organisation'. Taking that into account, it is to be hoped that the Companies Values will be aligned to that of all stakeholders, not least those of the end customer. This, in turn, means that all employees - including those working in HR - need to be customer-centric as well as employee-centric. The culture within the organisation needs to be in keeping with providing Value within the organisation in order to generate value in the external environment. HR has a major part to play in ensuring that this is the case - especially in meeting the expectations of both the employee and the organisation. Many of the 'needs' required by the HR Professional, that ensure further development and career enhancement, are likely to be mirrored by other professions within the organisation (and at all levels). As we have recently seen, if these 'needs' are not being met, then people will look to move to an employer who is willing to provide them. Thank you for sharing Nicolas.
Senior Manager HR Shared Services & Business Partnering
1 年Thanks for sharing, thoughtful insights. Would these prepositions differ slightly in a different region! eg. use of HR analytics and AI to ease out processes, may a bigger motivator in certain environments.