I use to think the title ‘HR Partner’ was played out and it probably was for a time. There was a point a few years ago when every HR Pro had to change their title from HR Manager, HR Director, etc., to HR Partner. It always made me feel like we were all apart of a bad cowboy movie, ‘Giddy up, Partner!’
Even with COVID-19 reshaping the talent marketplace, companies are still challenged to make sure the right talent is in place for long-term objectives. Talent strategy is just as crucial as financial, marketing, or operational strategies in driving future success. The ability to develop, recruit and retain the right people—at high velocity—to fill talent gaps created by the evolving business strategy is a DEFCON 1-level priority.
Human resources professionals are an agile group of people (but you already knew that, right?!). We are always shifting to keep up with the latest laws, workplace trends, HR tech innovations, employee needs and expectations, and now our latest challenge: the fallout from a global pandemic. This brings a multitude of new considerations to the workplace, and to HR professionals.
You may be sitting at home right now, asking yourself this very question! I wonder what my CEO prefers I do in my role. It’s a valid question, and one I find that great HR leaders already know the answer to, because they ask the question, often!
I’m only talking to leaders today.
We tend to fall into this rut. I have a position on my team. A person leaves. We need to fill that position.
Before you fill your next position, as yourself this one question:
How will this hire bring us closer to reaching our business objective?
One of the challenges with HR strategy and strategic HR is that it’s often talked about in vague terms, which means it isn’t always easy to understand for some individuals. There’s a great metaphor for this concept in the world of entrepreneurship put forth decades ago in The E-Myth by Michael Gerber. Here’s the core of it:
To thrive in the business environment of the future, the competencies and capabilities of HR professionals must evolve. HR leaders must know the business, focus strategically, solve business problems and understand how to influence change. HR leaders who master these skills can more effectively align the HR strategic plan, establish key relationships and drive results.
On November 14, @shrmnextchat chatted with Leadership and HR technology expert, and author of “Digital HR: A Guide to Technology-Enabled Human Resources” Deborah Waddill @deborahwaddill.
As trends in technology continue to impact how organizations manage talent, learning and knowledge, HR must be in front of the trends to ensure the creation of smart HR technology strategies that will accomplish organizational goals.
We live in an age where technology is shaping the way people live and work. From automation and artificial intelligence to team collaboration, leadership and social media, digitalization is creating unique expectations from employees and unprecedented challenges for HR.
Extracted from the SHRM report: Does Having HR Report to Finance Influence Investments in HR?
Two years ago, the Korn Ferry Institute suggested that HR’s evolution hinged on our profession’s decision “to be or not to be strategic.” Today, this is no longer a question.
“Identify your strategy team, book a conference room, bring markers, coffee and candy — and write down everything.” – Mark Stelzner
This was the roll-up-your-sleeves approach that Mark Stelzner, founder and managing principal at IA HR, recommended as he spoke about “Creating Your HR Technology Strategy” at Human Resource Executive’s 18th Annual HR Technology Conference & Exposition.
“Find buttons we can push to make a change overall.” - Ben Eubanks (@beneubanks), Analyst, Brandon Hall Group
SHRM CEO, Hank Jackson