For too long, HR was an order taker.
For too long, HR was too reactionary.
For too long, HR professionals lacked the tools necessary to align workforce planning initiatives with the business.
But not anymore—Deloitte’s 2015 survey, Global Human Capital Trends, found that HR was sorely lacking in several areas, including employee engagement and data analysis. HR organizations heard this challenge and stepped up to address these concerns. Survey findings were different in the 2016 report—and for the better. In the second blog of a three-part series, I will dive into discussing some of the key points of HR’s new mandate, as highlighted by the 2016 Global Human Capital Trends report.
So what is this new mandate? Simply put, the new mandate is for the CHRO, head of recruiting, and HR business partners to become valued, strategic consultants rather than just service providers. This means HR is now responsible for bringing in the right sets of skills, putting together the right organizational designs, and ensuring an optimal employee experience. In short, according to the Deloitte report, HR professionals now need to be business specialists with expertise in:
- Analyzing and developing network capabilities and expertise. As pointed out in the report, companies are rethinking their organizational designs, moving away from the traditional hierarchical organization to one made up of a network of teams. Instead of managers assigning projects and roles to team members, team leaders in the network-based approach sell ideas to their teams and across teams, then asks for input to improve on those ideas. With this shift in organizational design, HR leaders now look for collaborative skills and community influencers, in addition to traditional leadership traits, functional skills, and qualifications.
- Developing team leaders to coach people, not just manage them. Organizations are realizing that team leaders who are trained in emotional intelligence and are interested in developing their teams result in a happier workforce (and workplace) overall, leading to reduced turnover, and, hence, reduced cost. Additionally, investing in employee development builds your bench for succession planning and improves productivity.
- Using data to analyze and improve the workplace culture. Why do employees become disengaged? What can be done to increase employee engagement and how will that affect the company’s overall bottom line? With technology available today, HR is more empowered than ever to find the answers to such questions. Anaplan’s platform, for example, provides HR with the insights and information needed to keep employees engaged and aligned with the company’s overall goals. Drilling down on identified hot spots, teams and organizations can take action with initiatives—think compensation and benefits packages, training, organizational restructuring—and track results to forecasts.
Workforce planning has come a long way from what it was. As Deloitte points out, HR organizations are showing an improvement in “skills, business alignment, and ability to innovate.” With the right platform to support smart planning, Anaplan can help align and connect your people plans to your business plans.
Read the full results of Deloitte’s annual survey: Global Human Capital Trends.