1-How do you evaluate the contribution and relevance of HR function in present Business scenario? Is it staying ahead or lagging behind?
Many leading scholars and experts have opined that the existence of the Human Resource function (HR) makes sense as long as it is contributing to the organisation competitiveness through a set of management practices that need to be aligned with the business strategy and other particular circumstances of the company. Today the competitiveness of companies largely depends on their adaptability, and hence on their people.
In my view the pandemic provided an interesting paradox for HR to navigate, to discover new opportunities and focus on critical issues without falling prey to easy and available trends. Much was said about future of HR then but three years hence; not much has changed on the ground level. Perception of HR does not resonate with what we believe that we do. Why?
HR as a function still suffers from a propensity of retrospective thinking and knee-jerk reaction. There is a strong fondness exhibited for sticking with ‘status quo’, the ‘tried and trusted’ recipe even while some of them are decades old. HR is tending to adopt new management practices by imitation, not because they have come to conclusion, after having evaluated all the alternatives that the specific solution is the best recipe for the particular circumstances of the organisation.
The above notwithstanding, there still enough scope to ‘Flip the Script’. Excellence in HR essentially entails acting with both professional competence and a humanistic ethos to serve people, organisation, society and the planet.
2-In terms of cultivating future ready talent how HR should address the challenges and move ahead?
Talent is no longer about Stars and Hi Pos. Learning today is not about formal trainings or libraries of asynchronous contents or leader’s seminar. The belief about whether talent refers to everyone or only specific groups or individuals impacts how talent is identified, managed and deployed as well as the resulting talent experience it creates. Ultimately, this definition of talent has to make sense in the business context and enable future scenarios.
To stay relevant in rapidly advancing digital world and build future-proof careers, organizations and employees have to become agile in the way they look at the skills of the future to make sure they align with their future needs and aspirations.
HR needs to harnesses the power of data and technology in its workforce planning to recruit and redeploy skills and use data to drive its talent management practices forward. Additionally, skill development needs to be woven into work, not just in addition to work. Challenge for HR is to get away from out dated constructs like: one size fits all, multi criteria nomination, 70-20-10, collective learning and move towards a blended learning culture which is powered by none other than employees themselves.
3-How can HR keep ready leader and manager development pipeline?
There are two aspects to consider: ‘the Role’ and ‘the Learning’
A.) The Role Aspect: Managers need to understand that they need to address 2 different, but complimentary characteristic of the role:
i. The 4 Tasks of the Manager: manage performance, role model the culture of the organisation, develop people and ensure policies and process are adhered to.
ii. Along with this, Managers need to understand that they manage 360 degrees: They manage internal/external customers; stakeholders and bosses; peers and reportees.
Leaders on the other hand need to
i. Enable Managers to play these two aspects of the role.
ii. Apart from this the Leader needs to establish direction for a group; gain commitment from the group and motivate the group to achieve high performance.
B.) The Learning Aspect: The learning wheel needs to address Reflecting, Connecting, Deciding and Doing.
Developing Managers and Leaders happens on the job. Traditional methods of classroom training have failed to deliver results because it does not take into consideration the whole wheel approach. A learning journey approach on the other hand includes conceptual inputs, along with peer learning, support while participants experiment actively, and necessary coaching to apply learnt concepts. Traditional classroom training approach to Manager and Leadership Development should be banished and a Learning Journey approach should be adapted.
Finally, people should get a flavour of the role before they play the role and get to decide if that is indeed the role that they want to play. Things like ability to ask questions; build trust; influence and persuade others, manage conflicts, negotiate difference are some of the key aspects that need to be assessed before a person is placed in the role. An option to “Step Aside” from the role should also be an opportunity so that there is no “loss of face” for people who realise that managing people is not their cup of tea. Remember that cliched but oft repeated fun facts – “Employees join companies and leave their Managers”.
4- As employees derive workplace culture, how can HR synergize meeting both ends of performance and happiness?
In the dynamic landscape of the modern workplace, the pivotal role of Human Resources in shaping organizational culture cannot be overstated. As employees actively contribute to and derive meaning from workplace culture. Let’s examine some of the role expectations which have a significant bearing
Strategic Alignment: HR plays a crucial role in aligning organizational strategies with employee expectations. By understanding the company’s objectives and translating them into clear performance expectations, HR sets the stage for employees to feel connected to the broader mission, fostering a sense of purpose and accomplishment.
Employee Engagement Initiatives: One of HR’s primary responsibilities is to design and implement initiatives that enhance employee engagement. This involves creating avenues for open communication, recognizing achievements, and providing opportunities for professional growth. An engaged workforce is more likely to exhibit high performance and job satisfaction.
Holistic Well-being Programs: Professionals are increasingly recognizing the importance of holistic well-being. Beyond traditional performance metrics, they incorporate wellness programs that address physical, mental, and emotional health. This includes initiatives like flexible work arrangements, mental health resources, and lifestyle support, contributing to a happier and more productive workforce.
Feedback Mechanisms: Establishing effective feedback mechanisms is essential for HR to gauge the pulse of the organization. Regular check-ins, surveys, and anonymous feedback channels allow employees to express concerns or provide insights, enabling HR to address issues promptly and enhance both performance and happiness.
Continuous Learning: A culture of continuous learning by providing resources and development opportunities to all segments of employees not only improves performance but also enhances job satisfaction by signaling a strong commitment in their professional growth.
In essence, HR professionals serve as architects of workplace culture, striving to synergize performance and happiness. By aligning organizational strategies, promoting engagement, prioritizing well-being, facilitating feedback, and encouraging continuous learning, HR creates an environment where employees flourish – resulting in a harmonious blend of productivity and contentment within the workforce.
5- On the front of Labour relations be it a white or blue collar, what practices and policies HR should bring in to keep it healthy and rewarding beyond mere compliances in next decade?
At the onset let me state that there should not be any phobia around managing Employee Relations (ER). Just like many other tectonic shifts the Industrial Relations has also undergone its fair ride of roller-coaster. On one hand we find that the mainstream union membership is on decline, on the other social activism through social media is on a rise. The GoI initiative to bring in the New Code is a welcome change and its success will hinge on HR function being proactive, implementing guardrails and creating awareness.
In continuation with our opening thoughts, the onus lies on Human Resource function to collaborate with Line Managers in building a ‘Stay Positive’ culture. How do you go about creating this playbook?
To start with one cannot stress more on the role of Communication. Open and responsive communication is the hinge pin on which you will be able to lay the “turf of transparency’.
Next is to build a climate of ‘Mutual Trust”. This is more about the behaviour displayed across the board and during all times. The era of behind the scene manoeuvrings seems passé. Further keep an eye on Reskilling and Upgradation of the Workers. Remember that the blue-collar workforce upgrade represents the last bastion of competitive advantage for any large,
multi-locations, multinational and diversified company, since all the other bastions have fallen (like tech, capital etc).
Last but not the least HR needs to champion far more the building of a ‘Safe and Secure Working Environment’.
6-What do you think HR should focus on which areas to stay ahead of curve?
Businesses today is grappling with era-defining changes and a significantly reshaped workplace. If HR wishes to be an able partner in this transformation, it cannot do without leveraging the full power of Technology.
Human resources technology is foundational for navigating these challenges. Whether it’s investing in HR solutions or building on new HR tech trends, it’s critical to simplify complex HR administrative functions, free up resources, and create more efficient processes.
To dwell on the future trends in entirety is beyond the scope of this section, so let me quickly cover 3 areas of focus
i. Improving the Entire Employee Experience: Integrated human resources technology can be critical to improving each phase of the end-to-end employee experience, as well as key areas that can shape workers’ time with the business, some of which include – Recruiting and hiring, onboarding, benefits offering, employee training, employee wellbeing & offboarding.
ii. Using Data Driven Decision Making: Not a new concept but its well established now that investment in data analytics technology aids the demonstration of value of HCM strategy. The benefit notwithstanding, there is a cloud of a perception around the quality of data which the function is sitting on. HR needs to upgrade its Digital skills on a war front and check the propensity to outsource it to external vendor.
iii. Using AI Strategically: On the AI front, algorithms are increasingly being used to support hiring and promotion decisions, to match interested employees to internal job openings in popular “talent marketplaces,” and to alleviate HR’s growing workload through use of chatbots that answer common employee questions.
As technology lessens the information and procedural aspects of the job, the strategic and relational aspects become even more significant. It’s important that HR is diligent on removing the ambiguity and the threat perceptions of AI adoption in the organisation.