The Evolution of HR
It’s obvious that business is changing rapidly in the 21st century. What might not be so obvious is what a critical role human resources is playing in that transformation—a role that is only expected to grow.
This began with a greater emphasis on talent acquisition and management. Gone are the days of hiring someone out of school and they working with the same company until retirement. The talent market is always shifting.
Think of HR as the brokers in that market. They have become positioned to not only acquire the right human capital, but to develop that talent in order to make it more valuable to the company. And there are particular ways in which HR is now creating that value.
Training the trainers
In this case, management is the trainers being trained. In an effort to establish the kind of workplace culture that today’s employees desire, managers need to take a more hands-on approach. In today’s successful companies, the manager is now just as much a teacher.
This comes with a mind shift.
Old-school management is not used to tolerating failure for very long. If an employee was underperforming, they were reassigned or terminated. But going through that practice too often is much more expensive these days than it used to be. HR managers are on the front lines of helping transform this old-school mentality in an effort to make everyone more competitive.
HR professionals have this stigma that their job revolves around onboarding new hires, handling the bureaucracy surrounding that process, and perhaps organizing training. Because the talent market is so competitive, HR professionals are finding themselves much more crucial to the mission of the company. Some HR leaders at progressive companies are even finding themselves in the C-suite.
The human resources department of today has to wear many more hats. They almost have to become sociologists within their organization, monitoring the changes occurring in their corporate culture. But they also have to facilitate necessary changes, such as making the organization flatter and promoting inclusion of everyone in the organization. After all, stocks and strategies do not make a business successful; the talents of its people do.