In 2005, Fast Company wrote a scathing review of the HR profession in an article titled, “Why We Hate HR.”
Fast-forward ten years to 2015 and, according to the Harvard Business Review article “Why We Love to Hate HR…and What HR Can Do About It” by Peter Cappelli, everyone still hates HR.
However, many in HR will tell you that this argument is untrue and that the HR profession in 2015 is not only well-respected, but stronger, more competent and growing faster than most other professions.
One thing is for sure: The human resources profession is rapidly changing and everyone seems to have an opinion about where it should go, how it should act and what role it should play in organizational business strategy.
HR has been evolving from a profession of reactive patching to one of proactive planning. And this is a critical change in mind-set that is allowing HR to help organizations shift their focus to the long-term strategy.
Most CEOs and other operating executives have little relevant experience with workforce issues, so HR should be “articulating a point of view on every people-related topic relevant to the business,” says Cappelli.
Every organization has different needs and HR can use its expertise to help senior executives make sound decisions when it comes to workforce issues that will affect the bottom line. As Cappelli states in the article, “Like any other function, HR must show why the issues it addresses matter to the business and that it has sensible ways to manage them.”
HR professionals bring unique strengths and skill sets to an organization. And as HR works to strengthen its role, it will require that HR practitioners have the skills and competencies necessary to fulfill the critical business drivers that will result in growth and sustainability.
Not every HR professional will be equipped with the aptitude, nor the desire, to evolve with the profession. Author Jim Collins says that organizations go from Good to Great “by getting the right people on the bus, the wrong people off the bus and the right people in the right seats.” This applies to HR, too.
Please join @shrmnextchat at 3 p.m. ET on September 16 for #Nextchat with special guests Steve Browne (@sbrowneHR) and John Jorgensen (@jkjhr). We’ll chat about how the HR profession is evolving and how it can work more effectively within an organization.
Q1. What factors may contribute to the idea that HR does not have strategic value for an organization?
Q2. What economic trends are forcing the restructuring and evolution of HR?
Q3. What HR skills and competencies are most valued now by CEOs and other top business leaders?
Q4. What skills and competencies must HR professionals now possess in order to positively affect their organization’s bottom line?
Q5. As an HR professional, what HR functions are most important to the CEO and senior leaders in your organization?
Q6. As an HR professional, how has the way you use data and analytics changed over the past 5-10 years?
Q7. How do you transform HR in an organization whose CEO doesn’t see HR’s strategic value?
Q8. What steps can an HR professional take to evolve from being reactive to being strategic?