|
|
 |
|
 |
| Title |
21 Century HR Strategy and Trend = New Role of HR |
| Name |
Yeon Joo Koo |
Hit |
1093 |
Date |
2015-10-12 |
|
|
21 Century HR Strategy and Trend ? New Role of HR
We have believed that people are most important for the success of business and also for creating values. Nevertheless, HR has been recognized as a supporting function, and has been carried out administrative tasks such as setting HR system, managing performance and compensation, etc.
Today, under the seriously competitive business environment, HR should be upgraded to be Strategic Partner within the company, changing their role from Cost Center or supporting function to the Value Creator. HR should understand the rapidly changing business environment, and together with CEO and CFO, CHRO should be able to predict the business result, identify the new competitors, recruit new talents, develop key talents, reassign the talents to align with the business objective, and ignite the energy of teams.
According to the July/August issue of HBR 2015, there have been significant changes in the roles of HR at the global companies such as GE, BlackRock, Tata Communications, and Marsh.
1. The role of CHRO is changing from managing the traditional administrative tasks (compensation, overseeing the employees’ engagement, and managing performances) to a strategic role - “predict the result, diagnose the problems, and prescribe the actions”. CHRO, together with CFO and CEO, should consider the key performance indicators, talent assignments, budgets are the right ones to deliver desired outcomes, and if needed should develop a new metrics. CHRO should have a business knowledge and sense that can weigh how well-attuned the manager is to outside pressures and opportunities, how resilient he would be if the economy went south, and how quickly he could scale up into digitization.
2. The key talents of the company should be updated or new talents should be brought into company from outside in order to timely align with the new business in the rapidly changing business environment. CHRO should constantly identify the alignment between new business and the current jobs, and the fit and gap between the current talents and new business. Although coaching can be helpful, it has its limits. Nothing overcomes a poor fit. Therefore, it is essential to recruit the right fit talent from recruiting.
3. The shared values and beliefs for the company should be developed, and be embedded in the organizational culture in align with recruiting, development, and performance assessment. The role of HR should be changed from manager to developer of talents. The trainings are to be provided that are tailored to the layers of the organization to embed the shared values in the organization and process.
4. The role of Organization Development is getting important consequently. OD is to be strengthened and be segmented into Assess, Design, Build and Execute.
5. The Corporate or any organization should develop the abilities and competencies of people to cope proactively and swiftly with the unexpected and sudden treats or accidents. In addition to the establishment and composition of Hardware side structure, the problem solving skills and proactive actions should be exercised and learnt in the daily operation. So, instead of annual performance rating system, the immediate everyday assessment system should be established which will enable the employees to receive an immediate feedback and assessment about their performance and competencies from 360 degree.
The functions of Hiring, Assessment and Coaching are getting more important to cope with the rapidly changing business environment. Just as the CFO has a knack for making inferences from numbers, assessing and judging people must be a special skill of the CHRO. The company should train the HR to be a competent Assessor with the installation of IT infrastructure to give everyday assessment and feedback against the performance and competency.
ES GROUP will endeavor to be your successful business partner for the services of talent recruiting, leadership and competency assessment, and training of assessors, as well as coaching to meet this new HR trend.
Yeon Joo Koo
President
ES GROUP
|
|
|
| Attatch file |
|
|
|
|
| |
|
|
|
