Only 11% of organizations have a mature “Systemic” HR functions and think with a new strategic mindset with their Business!

?? Only in 3% of companies, HR practitioners are rewarded to work in cross functional teams and rotate into and out of the business.

?? We already discussed about Systemic HR found by The Josh Bersin Company a few months ago in this post.

?? Researchers defined a new identity and mindset "Systemic HR" and it's not just a new operating model; it’s an operating system geared towards the post-industrial world and is now essential for business success.

?? Researchers found also that 6 HR clusters have changed over time!?Compared with five years ago, today’s clusters show significantly more overlap with one another. In other words, there’s a growing similarity between the skill sets of various HR roles, even as the number of those roles has increased, according to a new interesting research published The Josh Bersin Company using huge data ?? from 107 HR strategies and practices from over 1,000 companies across all industries and geographies, covering 26 million employees; 30+ in-depth interviews with CHROs of the world’s most successful companies; insights from our 12 HR domain studies; and our proprietary HR Capability Framework with data from over 9,000 HR professionals and in partnership with LinkedIn 's data set of 1 billion users and analysis covers 7.5 million HR professional profiles, millions of job postings, 250 unique HR jobs, and 400 unique HR skills.

?What is Systemic HR?

Researchers defined Systemic HR as complex problems can only be solved when seen as systems, e.g., talent-related interventions must view workplaces in this way.

?? HR can no longer afford to operate in “solution silos” when the future-readiness of its core business model is at stake.

Researchers revealed that Systemic HR is now essential to business success and specifically, the 11% of companies with Systemic HR?functions are:?

• 2x more likely to exceed financial targets,?
• 2x more likely to delight customers,?
• 12x more likely to accomplish high levels of workforce productivity,??
• 9x more likely to engage and retain talent, and?
• 7x more likely to adapt well to change.?

Researchers called it systemic because HR sees the workplace as a system, not a set of disconnected parts.

?Top rising and declining HR roles

Researchers noticed that roles and skills held by HR professionals has expanded significantly in the last few years. Many new roles have emerged including many leadership roles and in strategic domains.

In 2017, the HR talent pool on LinkedIn represented about 300 skills and 200 roles. Five years later, those figures had ballooned to over 400 skills and 250 roles, increases of 33% and 25% respectively.

Researchers found that fast-growing roles tend to be more focused on administration and compliance functions that are mostly associated with the lowest level of HR function maturity.

? The 6 clusters of HR roles around shared skill sets

Researchers identified some great trends:

• Fast-growing HR roles tend to be more focused on administration and compliance and functions that are mostly associated with the lowest level of HR function maturity.
• The roles with falling demand tend to be more consultative and cross-functional, like HR business partners (HRBPs) and strategic advisors, along with general recruiters. These roles are precipitously declining over the next year or so.

Researchers found below six clusters break down roughly :

1?? Talent Acquisition (top skills include recruiting, sourcing, and interviewing)

2?? Talent Management, EX, and HR Tech (top skills include employee engagement, human resource information systems [HRIS], and HR management)?

3?? L&D, DEI, and Culture (top skills include training and development, change management, and leadership development)

4?? Total Rewards (top skills include compensation and benefits, benefits administration, and employee benefits design)?

5?? HR Services Generalist and HRBP (top skills include HR management, HR policies, and HRIS)?

6??Payroll (top skills include payroll administration, payroll processing, and payroll taxes)??

Researchers found that these 6 clusters have changed over time!? Compared with five years ago, today’s clusters show significantly more overlap with one another. In other words, there’s a growing similarity between the skill sets of various HR roles, even as the number of those roles has increased.?

? The Six Elements of Systemic HR?

Researchers also provided the six elements and 18 dimensions of the Systemic HR? Framework:

1?? Business-Centered HR and People Strategy, custom-fit and culturally aligned

2?? Consultative HR Jobs focused on developing clearly defined, full-stack HR capabilities

3?? Integrated HR Operating Model that breaks down silos and prioritizes resources strategically

4?? Flexible HR Organization Structure resulting in lean, agile, problem-oriented teams

5?? Dynamic HR Work with a skills first approach to solving problems, using the Four R Framework?

6?? Employee-First HR Technology focused on people analytics, talent intelligence, and AI

?? Researchers conclude that the profile of the typical HR professional hasn’t changed much, their roles, responsibilities, and skills have and will continue to keep evolving.?It may be more accurate to say their roles have expanded: As researchers showed the overall number of skills and job titles has increased, but that doesn’t mean the roles are growing apart. On the contrary, the skill sets across distinct groups of HR roles increasingly overlap with one another.?

Researchers believed that HR practitioners are rewarded to work in cross-functional teams and to rotate smoothly into and out of the business. Systemic HR organizations have different strategies, measure their success differently, and use next-gen HR technology, analytics, and AI to create a better, more human-centered world of work.

Thank you ?? The Josh Bersin Company and LinkedIn researchers team for these insightful findings: Kathi Enderes Josh Bersin LinkedIn Talent Solutions LinkedIn News

Dave Ulrich George Kemish LLM MCMI MIC MIoL

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