In an era rife with dynamic upheavals across several industries, Human Resources (HR) departments worldwide have found themselves grappling with an immense pressure. As firms strive for growth and profitability, the onus of orchestrating significant structural changes has often fallen on HR. With the consequent spotlight and strain, experts suggest that it’s high time HR functions were redefined to better serve businesses.
The coronavirus pandemic unfurled unprecedented challenges and brought into focus the gaping inadequacies that beleaguer contemporary HR. With the shift towards remote work, HR had to pivot swiftly to manage both logistical and emotional challenges as millions of people struggled to adapt to the new norm. These stresses have been layered on to existing pressures, such as recruiting talent in a competitive market, maintaining employee engagement, dealing with workforce well-being issues and conforming to regulatory demands.
A survey by Gartner, the well-respected international research and advisory firm, revealed that nearly 66% of HR leaders consensually feel that their role has grown in complexity over the past 24 months. In addition, nearly 32% agreed that attempting to juggle these expanded responsibilities without adequate support and resources had impeded their effectiveness.
“The HR function is no longer just about administrative tasks. It’s evolved into a strategic business partner role, and now, it’s time to redefine what that means,” said Brian Kropp, Chief of Research in Gartner’s HR practice.
As per Kropp, HR leaders need to develop a strategic focus on the business, not just the human aspect. “They must act as strategic business partners, using data to influence decisions, align HR strategies with business goals and serve as change agents to transform organizational culture,” he added.
There is a strong argument for the transformation of HR in a world that is shifting towards a more flexible, digital workspace. As companies grapple with driving growth in a rapidly changing environment, HR must become more agile, proactive and data-driven. This might require retraining traditional HR professionals to think more strategically or bringing in new skill sets from areas such as data analysis and strategic planning.
Furthermore, concrete action is required to drive a culture that promotes transparency and removes bureaucratic roadblocks. Changing the organizational culture isn’t an easy task. However, HR can use its unique position to drive this transformation.
Peter Cappelli, director of the Wharton School’s Center for Human Resources, echoes similar sentiments. “HR has to lead change, and that means being flexible and adaptable. A big part of that is rethinking traditional roles and structures and finding new ways to deliver services and create value,” he advised.
As thought leaders identify the strategic role of HR as a crucial fulcrum for innovation and change, it’s clear that businesses must invest in redefining this function. By evolving from traditional, administrative roles to more strategic, data-driven functions, HR could drive significant benefits not just for employee morale, but ultimately for business performance.
Progressive companies such as Google and Microsoft have already gauged the potential of a redefined HR role, employing People Analytics and data to guide their HR strategies and decisions. It’s time for this shift to become the norm rather than the exception.
Running the risk of being left behind in a fast-paced and unpredictable world isn’t an option. HR functions must be reimagined, redefined, and rebuilt to capitalize on upcoming trends and changes. Governing the human element of businesses, HR has a unique capacity to drive transformation from within. This integral role in evolving business dynamics necessitates a new definition of HR, one which encompasses strategic thinking, adaptability, leadership, and a deep understanding of the value of change.
Original Source: https://hrexecutive.com/as-pressure-on-hr-mounts-its-time-to-redefine-the-function/
