TRENDS IN HUMAN RESOURCE MANAGEMENT
2018 has been a busy year for HR teams. And the HR profession is set to face an even greater variety of challenges and opportunities in 2019. The relationship between employers and employees are fundamentally changing. People are expecting more from their employers â more accountability, trust and transparency. Employers are expecting more from their employees â more technical skills, ability to think creatively, collaborate effectively and adapt quickly. Hereâs a snapshot of trends compiled from surveys conducted across the world that provide a glance into the movements expected in the Human Resources arena in the coming years.
73% of executives predict significant industry disruption in the next three years (as compared to 26% in 2018). More than 50% of executives in a global survey (Mercer, 2019) predict AI and automation to replace one in five of their organizationâs jobs. AI and automation is also said to create 58 million new jobs by 2022 according to estimates from World Economic Forum.
Artificial Intelligence and HR
As Dom Nicastro reports via CMS Wire, âAccording to IBMâs 2017 survey of 6,000 executives, âExtending expertise: How cognitive computing is transforming HR and the employee experience,â 66 percent of CEOs believe cognitive computing can drive significant value in HR. Half of HR executives back that up, saying they recognize that cognitive computing has the power to transform key dimensions of HR. And 54 percent of HR executives believe that cognitive computing will affect key roles in the HR organization.â
Scores of administrative tasks in HR are getting automated. Shouldnât an organization use HR Tech to schedule interviews with candidates, hold video interactions for screening, enable them to transact and communicate with the organization? Similarly for learning, development and other talent management practices, there is a score of possibilities for the HR team to spend their energies in carrying out strategic tasks and automate administrative or operational tasks.
Traditional Applicant Tracking System (ATS) is passĂ© now because it largely focuses on keeping records of the past events. Our world of mobility and apps has made all of us â candidates, as well as the folks working in the organization, take actions when prompted to do so. We have to make our systems keep up with the current time and appealing to all stakeholders of the business.
Where there are humans involved, thereâs bias. Itâs what distinguishes us (among other things) from software and computers. As natural as it may be, you donât want human bias to affect your hiring process. Recruitment software is built to eliminate bias byscreening and preselecting candidates based on their actions and answers, using algorithms to calculate a candidateâs likelihood to succeed in the role they apply for. With the assistance of AI, HR departments have a tool for the accurate analysis of employees from application submission to continuing performance reviews."Technology is enabling us to provide employees with a more consumer type of presence at work, with a greater ability to have richer digital experiences and find what they need 24/7," says Larry Nash, U.S. director of recruiting at consulting company EY in Pittsburgh.
Essential elements such as giving feedback to employees is also going digital with the introduction of tools such as 15Five, Impraise and Culture Amp. All of these work towards providing real time feedback to employees on their performance.
The years ahead offer many possibilities of HR and Technologyworking hand in hand. Gamification, Internet of Things, Virtual academies, Chat bots etc. are few of the trends that we can see making their way in a slow but a gradual and leaving a deep impact in organizations.
Data assets are becoming invaluable in making informed and unbiased decisions to respond to the fast-changing business environment. This radical shift will not be possible without Human Resources function evolving into a new avatar that takes an active role in creating the future organization. The future PGDM Human Resource Course will be a digital disrupter with employee experience at the core, an agile & networked organization builder, and an HR analytics evangelist to enable the business to prosper during the time of change in the future.Â
Workforce analytics is the approach of measuring behaviors in the organization and linking them to improve business performance. This is done by analyzing people data using statistical methods and software in order to make better workforce decisions. The business impact from the application of HR Analytics and the maturity level of the function i.e. descriptive, diagnostic, predictive, and prescriptive, are highly correlated. Workforce analytics will be an important facilitator in the transition of organizations from a siloed and unstandardized capability to Agile adopters and Market disrupters. The McKinsey Global Institute estimates that companies using a portfolio of HR-analytics solutions could realize an increase of 275 basis points in profit margins, on an average, by 2025. This level of business impact is achievable only if HR Analytics is built as organizational DNA, not just a tribal capability.Â
Staying focused on people
"Today, technology is bringing a level of intelligence to HR that really thrusts HR into a compelling consultancy role," she says, noting that's how the HR team at Cisco now functions. The team is also more focused on coaching and management issues. With competition fierce for good talent, successful HR managers need to give top workers a reason to come to work for them.
Globally, senior leaders have been paying attention to rewards and recognition, learning and development, employee benefits, health, and wellness. In spite of the huge investment of time, money and efforts, employee engagement scores are moderate at the best.
Organizations have been wondering how they can win the commitment of their employees and occupy a prominent place in their hearts. Leaders know, the feeling in the employeeâs heart towards the organization determines the productivity and retention.
Given the economic scenario that we face today, the social norms around us and the rise of millennials in the workforce, leaders have to actively participate in building the culture of agility, genuineness, transparency, and collaboration at their workplace. The life experiences of the leaders and the younger people are hugely different. Hence, the senior people need to understand, the things valued by their younger colleagues are different from what they valued in their youth. They will need to learn to appreciate the current situation and free themselves from the baggage of their experience.
Soft power needs to be the main agenda of leadership development in the year. Right from the first-line supervisors to the senior team, winning the teamâs commitment is going to be the key focus in 2019.Transiting from Organizational Commitment to Organization Citizenship behaviour and now Employee Experience are on priority charts of organizations.
Like operations, HR in many organizations has predominantly become a bunch of activities. Through the lifecycle of an employee, there is a need to engage, develop and leverage human capability. Practically speaking, most of these are to be carried out by the line managers. They need to play fair in the team, identify and recognize the talent of the team members, build and nurture a relationship with each team member. All of these are the most important HR functions!
HR has to enable the line managers in engaging and developing the team members. They have to help managers define performance goals, recognize superior performances and develop capability of their team members. They have to build an employer brand and strengthen it further.
Most HR teams today spend a lot of their time in administrative tasks of recruitment, attendance and leave management, salary hikes, employee query handling, salaries, and incentives. They have to outsource these low value-adding tasks to competent third-party experts who will not only carry out these tasks efficiently but also bring their insights to the system and improve them further. The HR Service Organizations will not only provide these services but will also create a nicheÂ
The New Year creates an opportunity for leaders to force new thinking among employees in the organization, redefine the remit of HR, enable managers to drive up employee commitment and leverage HR-Tech.
Ending the fixation in jobs
The Tayloristicorganisation, where everybody has a clearly defined and assigned job, often does not work so well. Especially when the assignments are not so clearly defined, more flexibility is required. The turbulence in the business environment has brought about the downfall of many stalwarts from the Fortune 500 list in around a decade. The compelling need to change the nature of managing business has a direct impact on the crafting of jobs. The jobs are becoming more flexible, and employees are getting the opportunity to craft their own job, to make the best fit with their wishes, needs and capabilities. Some organisations go beyond job crafting. When there is an assignment, there is a process to look at the capabilities (qualitative and quantitative) required for this specific assignment. The wishes, needs and capabilities of people connected to the organisation are known, or captured as part of the process. A team is established, where the availability of people and the requirements of other teams must be considered. Teams are not build of people with specific fixed jobs, but of people who have specific skills that are needed to deliver the assignment.
The learning domain has been slow in using the opportunities offered by technology. Loads of money is still wasted on classroom training for groups of employees on very broad subjects, often not directed at immediate application, but for possible future use. There are signs this is changing. Big chunks of material are divided in more digestible small pieces (micro learning). Employees will have easy access to learning material when they need it (just in time). Knowledge and skills can be learned in a playful manner (gamification), and VR and AR learning solutions make learning more real (and fun). The learning experience can be tailored to the individual capabilities and needs of employees. A challenge will remain to monitor and measure the performance of people, to be able to find (or design) the most appropriate learning solution. An upsurge in Coaching with the assistance of analytics is another arena where âData driven Developmentâ is picking up.
When considering trends in human resources management, increased efficiency, ease of use and automation are the future. All of these features share a common end goal of making the system as user-friendly as possible. Although robotics, virtual reality and biometric monitoring seem like a futuristic dream, an accessible, solid platform will always be in style. With the âHumanâ element sticking its neck out in the Human Resources arena, the HR fraternity is striving to become more of an Employee Champion (Dave Ulrich) and an HR Strategic Business Partner.
As the nature of HR and of work itself changes, so will the skills you'll need to do your job. What HR jobs could be in your future? Experts offer their predictions:
People Analyst. Data and analytics will increasingly drive the job of HRâand this is the person who will head the effort.
Employee experience specialist. This HR professional will focus on the entire worker relationship with the company, from benefits to training to career trajectory.
Talent-acquisition technology selection. New talent acquisition platforms are emerging and evolving. This specialist will comb through them to find those most appropriate for the organization
HR Business Partner. The HR business partner (HRBP) position is responsible for aligning business objectives with employees and management in designatedbusiness units. The position serves as a consultant to management on human resource-related issues.
Few of the roles that will transit from the yesteryears to the forthcoming will be HR Generalist, Talent Acquisition specialist, Training & Development specialist, Technical trainers, Talent Management Specialist.
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