Here are KEY areas HR need to pay attention to TO REINVENT ITSELF AND ALIGN IT TO CHANGING ENVIOURNMENT AND BUSINESS PRIORITES OF THE COMPANY AND INDUSTRYThe vision and mission of an organization can only be achieved if the leadership of the company works in harmony with its HR function
TALENT IS BROADER IN SCOPE
Slowly talent management gets a broader scope. Still in many organizations the focus is narrow, on the talent pool inside the organization. “How can we engage and retain our talent?”. The talent pool is broader. More and more talent does not want to be employed by (big) organizations. They are self-employed, and are interested if you can offer a challenging opportunity. Others prefer to work for start-ups.
The trend: connecting to talent outside the organization, and design new talent development programs that are also beneficial for these groups. This can be done directly, or through intermediaries.
Attract and retain “enterprise contributors”: Data from surveys of HR and line managers show that the average company needs to improve employee performance by 27% just to hit the revenue and profitability targets set by senior managers. HR teams should look beyond conventional performance management based on improving individual performance and develop a cadre of “enterprise contributors”. These are employees who perform well individually and who accomplish tasks by working effectively with and through others.
Many organizations have very specific definitions of talent.
Example:
“A high potential has a minimum of four years work experience, of which at least two in our organization, with the potential to grow to general management positions, or specific specialized positions in research and development, with at least level A2”.
The notion of more diverse talent groups is slowly entering organizations. The wishes and expectations of talent differ, and also change over time.- Some people are looking for a career in one organization;
– Some people are looking for a couple of years experience, and their plan is to move on afterwards (although they might not express this when you interview them);
– Some people are not looking forward to be employed by a big employer, but they like to be involved in challenging complex projects;Organizations that define talent too narrow might miss opportunities to connect talent to their organization.
#EMPLOYEE ENGAGEMENT AND CULTURE AS TOP PRIORITY.
The new era of change is expected. Current economic climate demands smarter operational methods of business. The challenge to stay ahead of global demographical shift and growing competition seems to lean towards one common theme, Employee Engagement interconnected to Culture. The fact that Employee Engagement may have not been the center piece historically has a distinctive strategic place in business today. Executives must place Employee Engagement and Culture as their top most priority in 2016. This growing necessity has benefits and those that embrace will be victorious.
# LEADERSHIP BY OBJECTIVES
Secondary to this theme is Leadership, having the right people that know how to lead teams, inspiring them on a journey to success and on the way creating an exemplary brand. Further, learning and development which forms the foundations of the brand has an equal foothold in this highly commercialized world. This triangulated theme is NEW revised HR Trend in 2016. Be in it to win it!"
# IMPROVING THE EMPLOYEE EXPERIENCE.
I believe that HR is starting in new journey in terms of focusing. We have been dealing with HR transformation for the last 25 years, implementing new technology to streamline our processes. The time has come to focus on improving the Employee Experience.
Marketing and sales departments have to improve & develop the customer experience in order to increase market share and revenue. Our employees at every level have seen this improvement and are now looking forward to seeing this improvement not only focus on external customer but also internally to improve their journey.
Every function has implemented new processes without looking at the big picture in terms of employee journey and it has become a painful process between financial / HR / IT / Procurement / Benefits processes. All those departments are using different technology / workflow and documentation to perform the task that they have transferred in the last decade. Improving the Employee Experience in a challenging environment will drive engagement and retention.
FINAL THOUGHTS
INNOVATIVE HR PRACTICES :Thinking out of the box,
Aligning themselves with the unconventional hiring and retention plans, if the need arises- Thinking out of the box, has not just remained as an interview question anymore, but instead compelling the HRs to do so. Companies are getting ready to hire outside the boundaries, knowing the risk of it, but taking a chance to succeed in getting and retaining the purple squirrels.
the CHRO must plan for the future. HR, through its particular lens into the business, has a unique perspective on the people challenges and opportunities we face. The CHRO must drive a view into the future – developing an understanding of future skills gaps, labor market opportunities, and the impact of potential mergers and acquisitions.HR continues to be about relationships rather than programs and a deep understanding of the business. The key skill set for future HR people will be how to effectively understand and manage the impact of mergers, demergers and globalization. These changes have profound impact in the workplace.
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