Understand current realities of business challenges
By Guruvayurappan PV
The next level of HR transformation that is missing is progressing from a solution - finder to an executioner. While HR professionals are capable of understanding and articulating the need of change, executing the same by adopting the role of a change consultant is the need of the hour. Taking charge of change and driving it with a process - consultative approach, using Technology and available workforce intelligence/analytics is very critical.
BM
Do you think HR has been able to become a serious business partner in 2017 - something that was a buzz for several years now?
PV
The HR Business Partner (HRBP) is a crucial role within an organization and is responsible for aligning people and management with the overall business objectives. The position serves as a consultant to the management for human resource - related issues.
Economies and businesses began 2017 with an ambiguous outlook, subject to effects of demonetisation in India and a new administration under the leadership of Donald Trump in the US. These factors pushed HR leaders across the country to closely watch business performances and job scenarios of various sectors, the IT/ITES and manufacturing sectors in particular. Further, enhancing the engagement levels of talents became priority, finding place on top of the business curve.
As we all know, a successful HRBP acts as an employee champion and a change agent. HR professionals were able to scale new heights. They became serious business partners in 2017 helping to mitigate several economic challenges, while meeting and sustaining both business and people goals.
BM
Do you think HR transformation is important in this technological age? If yes, why?
PV
In general, I have observed that business leaders prioritize HR systems in line with sales and operations. In such a scenario, HR systems are considered as internal to the organisation similar to the sales or operations systems.
Few companies operate with HR legacy systems and the thought of adopting latest Technology moving to the new from the old, can be overwhelming. Some companies have multiple systems for different areas of HR, such as one system for training purposes, another for compensation and benefit packages, and yet another for employee performance reviews.
If HR departments do not adapt and embrace new digital technologies, they run the risk of becoming obsolete, which could deter some potential employees in today's tech - savvy market. Hence, HR transformation is very important in this technological age.
BM
What were some of the biggest lessons you learned in 2017 to take HR transformation to the next level?
PV
Change is constant and Technology advancement is further propelling the need for change for businesses in the recent past.
This trend forces organisations to embrace an innovative culture to meet the speed of change. It also has a direct impact on talent management. HR transformation has become inevitable in order to achieve the requisite business outcomes.
In the last decade, HR as a function has done a commendable job of transforming itself from a transactional, cost - centric function to a transformational, business and strategic partner. This transformation was much faster in comparison to the evolution of other traditional functions in the corporate world. However, some of the areas that HR needs to focus, to further progress in this transformational journey are as follows :-
a. Workforce Intelligence
Workforce analytics, planning i.e. what is going on with the workforce and what should we do in the future?
b. Change Consultant
From being a manager or leader managing the HR levers like recruitment, performance management, etc., the next level of HR transformation that is missing is progressing from a solution - finder to an executioner. While HR professionals are capable of understanding and articulating the need of change, transformation etc., executing the same by adopting the role of a change consultant is the need of the hour. Taking charge of change and driving it with a process - consultative approach, using Technology and available workforce intelligence/analytics is very critical.
c. Being Current
HR transformation is a continuous process. Systems and processes that worked well in the yester years may not be efficient to manage today's business and talent goals. Complementing new age workforce for their inherent talent and respecting the experience of Gen X and Gen Y in managing business and people scenarios is the key for collaborative transformation. Merely holding on to past success stories or creating ambitious business visions will not support HR from moving to next level of transformation. HR needs to work in line with the current realities of business challenges and balance a smooth transformation of the entire HR function as well.
BM
What do you think HR practitioners struggle most with, in the new - age work world?
PV The new - age work world is extremely challenging and has no defined white or blue - collar work. New - age employees prefer to work without the tag of any "collar", as their work - mode preferences are wide and mixed, be it working for start-ups, work from home, and flexibility across the work world etc. The new school of thought is that, productive work can be really accomplished in a coffee shop or even from the leisure pool - side.Effectively engaging the new - age workforce is a primary challenge faced by many HR practitioners. Further, HR practitioners understand the need to modify or redesign workplace to suit the new - age workforce. But many lack the skills to convert this understanding to a justified, reasonable business case and present it to the management to gain their buy-in.
Assessment of human potential and constantly redesigning and redefining job roles to maximise productivity of the new - age workforce is highly essential. HR practitioners need to enhance this skill to manage and sustain in the new - age work world.
BM
How did HR employees and senior management team members respond to the HR transition vs other employees at the workplace?
PV
Managing employee transition smoothly has always been a challenge for leaders and managers. In most cases, employees have very minimal or no say over planned organisational changes and often disagree with what is happening.
However, the HR department is always abreast of the current and desired changes in the organisation and can don the hat of effective change agents. The senior management team always takes them into confidence before any change management program is initiated. This way, both the HR department and senior management are in always in agreement on the transition of roles or responsibility, or both.
However, employees at workplace react to the change either positively or negatively. The change brings in high levels of anxiety and increased stress - levels, affecting work - life balance. Hence, HR and Senior Management have to handle the employee transition with a well - defined communication plan, address the expected positive outcomes of the transition, current reality of the situation and the expected incentives of difficulties the employees may behave to go through. Creating a great "trust-based" environment is key before effecting any such change. Some organisations create a central team to manage such transition and HR professionals are also included in these transition programs.
BM
How do you see the HR landscape changing in the present business scenario?
PV
As Technology transforms the business landscape, successful organizations of the future will likely be those that can move faster, adapt more quickly, learn more rapidly, and embrace dynamic career demands.
Keeping up with this pace and upgrading competence to be relevant is key for HR professionals. Those who do not demonstrate relevancy will be out of the race. AI (artificial intelligence) and BI (Business Intelligence) will do most of the activities performed by HR specialists like performance consultants, L&D specialist, talent acquisition, compensation specialist etc.
These professionals will have to upgrade their skills. They should be capable of using new - age Technology to translate outcomes into actionable insight for improved business decisions and people - capability enhancement. Currently, transactional HR roles are either outsourced to specialist organisations or have been centralized as HR Shared Services. Predictability of HR services and reliability of HR policies and procedures will be essential. HR has to embrace such changes to be relevant in the rapidly evolving business landscape.
BM
When you look at next 3 to 5 years - what is your prediction for the future with respect to HR Technology?
PV
On an average 200+ HR tech. start-ups emerge universally with a focus on one or more niche areas of HR, each unique in their own space. On the other hand, business and HR are lagging behind in embracing advantages of these growing HR technologies. However, I foresee high traction in certain specific areas of HR Technology in the coming few years. Mobile handsets will act as a "HR bible" for employees and employers in the next 3 years, with many tech. companies ardently working towards making this dream a reality.
Improving communication channels with prospective employees as well as alumina, communication tools to interact with employees vertically and horizontally, tools to improve employee engagement, reward and recognition, data management are areas where we can see high activity in the realm of HR Technology
