We need HR to not be like HR: Human Transformation instead of Human Resources

When most people think of HR they think, “boring”, “uninspiring”, “hiring and firing”, “payroll”, “paperwork” and “outdated.” Let’s be honest they are right. For decades this exactly what HR looked like. Today HR is becoming one of the most exciting roles inside in the organizations, but it’s changing. The very title of HR is disappearing and the function is being redesigned. When we think of traditional HR functions we typically think about hiring, firing, policies, training and rules/regulations. But in the future of work we need a shift in the role that HR plays in the organization. We need HR to not be like HR.

I know we cannot ignore the traditional HR duties, but I think those duties should make up a small percentage of time compared to how much time is spent on driving change in the organization. That is what HR should be focusing on. It should be called Human Transformation instead of Human Resources. Why? Because their role should be centered on helping the organization grow, evolve and move forward. HR should be a part of the company, not because legally it has to be there, but because the organization wants and needs transformational growth.

New Roles

Employee Experience Mirrors Customer Experience

The importance given to employee engagement as a strategic priority has never been more. As per G2 Crowd’s report, businesses will increase their employee engagement spending by 45% in 2019 and HR is what will drive this change.

The new age employees are no less than customers. Just like how much effort and detail goes into mapping customer journeys, the same is the case with employees. Because just like without customers there is no business, without engaged employees, there is no culture. 2019 is the first time that five generations will be seen in the same workforce. The need to understand millennials and GenZ will have to gain priority.

Strategic Partner

In today’s organizations, to guarantee their viability and ability to contribute, HR managers need to think of themselves as strategic partners. In this role, the HR person contributes to the development of and the accomplishment of the organization-wide business plan and objectives. The HR business objectives are established to support the attainment of the overall strategic business plan and objectives. The tactical HR representative is deeply knowledgeable about the design of work systems in which people succeed and contribute.

This strategic partnership impacts HR services such as the design of work positions; hiring; reward, recognition and strategic pay; performance development and appraisal systems; career and succession planning; and employee development. When HR professionals are aligned with the business, the personnel management component of the organization is thought about as a strategic contributor to business success.

Employee Advocate

As an employee sponsor or advocate, the HR plays an integral role in organizational success via his knowledge about and advocacy of people. This advocacy includes expertise in how to create a work environment in which people will choose to be motivated, contributing, and happy.

Fostering effective methods of goal setting, communication and empowerment through responsibility builds employee ownership of the organization. The HR professional helps establish the organizational culture and climate in which people have the competency, concern, and commitment to serve customers well.

In this role, the HR provides overall talent management strategies, employee development opportunities, employee assistance programs, gain sharing and profit-sharing strategies, organization development interventions, due process approaches employee complaints and problem-solving, and regularly scheduled communication opportunities.

Change Champion

The constant evaluation of the effectiveness of the organization results in the need for the HR professional to frequently champion change. Both knowledge about and the ability to execute successful change strategies make the HR professional exceptionally valued. Knowing how to link change to the strategic needs of the organization will minimize employee dissatisfaction and resistance to change.

Organization development, the overarching discipline for change management strategies, gives the HR professionals additional challenges. Consciously helping to create the right organizational culture, monitoring employee satisfaction, and measuring the results of organization initiatives fall here as well as in the role of employee advocacy. The HR professionals contribute to the organization by constantly assessing the effectiveness of the HR function. HR also sponsors change in other departments and in work practices.

The HR professionals who understand these roles are leading their organizations in areas such as organization development, strategic utilization of employees to serve business goals, and talent management and development.

Transforming from a tactical HR organization to a strategic one is not always easy, and can often be painful. Companies need to look at existing resources and do a fit/gap analysis. This may result in new training, reskilling, or even turnover within an organization. Setting expectations for the behaviors that are required and valued in the new strategic world is critical for success.