For this instalment of ‘Insiders Story’ Peter Cablis from HR consultancy firm Evolving HR, shared his thoughts with me on ways that HR can change to be more effective in the future.
Over the last few years, the seductive Ulrich Business Partnering and Shared Services model has become the dominant HR force in most business enterprises. Meanwhile, the industry has gone through major shifts with up-sizing, down-sizing and right-sizing. Organisations now reside in a constant and rapid state of flux; when one change project ends another must begin. Change is the new normal.
‘Club class’ HR services
Throw into the mix the fact that executives who have become used to highly tailored products and services are demanding ‘club class’ treatment from HR too. On top of this, employees – who have been brought up in a society of instant gratification, limitless choice and cloud-based access to almost everything – now expect a far more gratifying HR service. They demand better engagement, relevant practices and elements of customisation. An apathetic, tired response is simply not an option.
HR must adapt or it will become irrelevant to its user base
Yet, HR in many organisations is buckling from the sheer volume of work, the pace of change and the demands to respond ever quicker. Insular, lack of flexibility & innovation, and slow responding HR departments that apply ‘one size fits all’ are becoming increasingly outdated and irrelevant.
So where does this leave the future of HR? Can HR simply carry on doing what it’s doing, or is there a fundamental shift required in thinking and working practices? If HR doesn’t adapt it could become increasingly irrelevant to its user base.
Which way is up?
We’ve seen several different themes and models of HR delivery emerging across different sectors and organisations that are leading HR upwards out of the current disorientation:
- HR needs to remain strategic, but the strategy needs to be flexible, to quickly change to be in line with organisational and business unit specific changes.
- HR still needs to deliver consistent high quality, cost-effective back office support, but with greater breadth of service.
- HR needs to develop a reputation for providing invaluable, timely and highly actionable data driven insights to the business which enhance business decision-making.
- Adding value by managing more of the outsourced suppliers to their organisations, to improve the quality and breadth of service, whilst reducing the cost of service.
- A shift to cloud-based technology is important.
- Delivery of a more customised service to different users across the organisation.
- Cross functional, rapid-reaction taskforces made up from people from across the business, including HR. Suited to fast paced, constantly changing organisations.
- Internal HR consulting model made up of experts adopting a consultative style to focus on specific business issues and provides professional advice. Best suited changing organisations with a lot of project work.
- A decentralised HR model that provides services to autonomous businesses with very different needs. This would include decentralising BP’s and centre’s of excellence but also, in many cases, transactional work.
- A smaller HR function, but one which still retains a shared service element, small corporate function with specialists and a small number of localised experts.
Thank you to Peter from Evolving HR for his thoughts on making HR more effective.
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